natgillin/translations-raw huggingface dataset:
I denne del vurderes det, om de aktioner, producentorganisationerne gennemfżrte, har bidraget effektivt til opfyldelsen af mlene for driftsprogrammerne. 
This section assesses whether or not the actions implemented by producer organisations have been effective in achieving the operational programme objectives.
Producentorganisationernes evalueringer af driftsprogrammerne (de endelige rapporter) 51. 
Producer organisation evaluations of operational programmes (final reports) 51.
Den vžsentligste kilde til information om driftsprogrammernes effektivitet burde vžre de endelige rapporter, som producentorganisationerne udfžrdiger ved hvert programs afslutning. 
The primary source of information on the effectiveness of operational programmes should be the final reports drawn up by producer organisations at the end of each programme.
I henhold til forordningen skal disse rapporter vise, i hvilket omfang mlene for driftsprogrammet er opfyldt. 
The regulation requires these to show the extent to which the operational programme objectives have been achieved.
I ingen af de 142 endelige rapporter, der blev undersżgt som led i denne revision, var der foretaget en fuldstžndig vurdering af, om mlene for driftsprogrammet var blevet opfyldt. 
None of the 142 final reports examined in this audit gave a full assessment of the achievement of the operational programme objectives.
I Kommissionens kontrol af medlemsstaternes procedurer indgik der ikke en kontrol af, om dette krav i forordningen var overholdt. 
Compliance with this requirement of the regulation has not been included in the CommissionŐs checks of Member StatesŐ procedures.
(2) Kommissionen godkendte ikke disse udgifter som stżtteberettigede i regnskabsafslutningsproceduren, fordi programmet ikke havde flere ml som kržvet i forordningen. 
(2) The Commission disallowed this expenditure in the Clearance of Accounts process on the basis that the programme did not have several objectives as required by the regulation.
For at sikre lige behandling af alle spanske producentorganisationer besluttede de spanske myndigheder i 2002, at udgifterne til genbrugelig emballage hżjst mtte udgżre 35 % af hvert driftsprogram. 
In 2002, the Spanish authorities limited spending on recyclable packaging to a maximum 35 % of each operational programme to ensure equal treatment for all Spanish producer organisations.
C 282/44 DA Den Europžiske Unions Tidende 20.11.2006 52. 
C 282/44 EN Official Journal of the European Union 20.11.2006 52.
Kommissionen, der i henhold til finansforordningen har et specifikt ansvar for at overvge gennemfżrelsen af de politiske mlsžtninger, har dermed forpasset en mulighed. 
This represents a missed opportunity for the Commission, which has a specific responsibility under the EUŐs Financial Regulation to monitor the achievement of policy objectives.
Hvis de endelige rapporter havde indeholdt de nżdvendige vurderinger, ville det have vžret muligt at analysere en stikprżve af rapporter og at drage konklusioner om, hvorvidt driftsprogrammerne havde opfyldt deres ml. 
Had the final reports contained the required assessments, it should have been possible to analyse a sample of reports and draw conclusions on whether operational programmes had achieved their objectives.
Med f, men velvalgte resultatindikatorer, som alle producentorganisationer skulle oplyse, kunne de endelige rapporter have produceret lange tidsserier, der viste, om programmet havde bidraget til at opfylde mlene om f.eks. kvalitetsforbedring, reduktion af omkostninger, żkologisk produktion og forbedring af miljżpraksis. 
With a few well-chosen performance indicators required from all producer organisations, these final reports could have produced a long time series showing progress made in objectives such as improving quality, reducing costs, organic production, and improving environmental practices.
Stikprżven af aktioner i driftsprogrammerne 53. 
Sample of operational programme actions 53.
For at kontrollere, om aktionerne i driftsprogrammerne har vžret effektive, udvalgte Retten i alt 104 aktioner tilfžldigt fra 30 producentorganisationers driftsprogrammer, der var afsluttet i 2003 eller 2004 (tekstboks 5). 
In order to check if operational programme actions have been effective, the Court selected a total of 104 actions at random from thirty producer organisationsŐ operational programmes completed in 2003 or 2004 (Text box 5).
Producentorganisationerne blev bedt om at pvise den effekt, de udvalgte aktioner havde haft med hensyn til opfyldelse af de dermed forbundne ml i driftsprogrammerne. 
The producer organisations were asked to demonstrate the impact of the selected actions in terms of the related operational programme objectives.
Nogle aktioner havde mere end et ml, og der under-sżgtes i alt 265 tilfžlde. 
Some actions had more than one objective, giving a total of 265 cases examined.
Kun i 30 % af tilfžldene kunne producentorganisationerne give tilstržkkeligt bevis for, at aktionen havde bidraget til opfyldelsen af det dermed forbundne ml (diagram 7). 
In only 30 % of the cases could producer organisations provide sufficient evidence to show that the action had resulted in progress towards the related objective (Diagram 7).
I yderligere 41 % af tilfžldene var der ganske vist intet direkte bevis, men med brug af almindelig logik kunne man konkludere, at der havde vžret en positiv effekt (jf. tekstboks 15). 
In a further 41 % of cases, while there was no direct evidence, a positive conclusion could be reached based on a logical reasoning (see Text box 15).
Som vist i punkt 58 var der imidlertid kun tale om marginale fremskridt. 
However, as shown in paragraph 58, in many cases the progress made was only marginal.
Diagram 7 Stikprżven af aktioner: effekt p EU-mlene Tekstboks 15 Et eksempel p Čsandsynlige fremskridtÇ: En producentorganisation i Portugal kżbte en kżlelastbil for at undg, at frugtens kvalitet blev forringet under distributionen. 
Diagram 7 Sample of actions: impact on EU objectives Text box 15 Example of Ôprobable progressŐ: A producer organisation in Portugal purchased a refrigerated lorry to stop the quality of its fruit products deteriorating during distribution.
Den havde ingen data, der kunne bevise en kvalitetsforbedring, men den viste os udstyret og forklarede os kżleprocessen. 
It had no data to prove an improvement of quality, but showed us the equipment and explained the refrigeration processes.
P dette grundlag konkluderede vi, at kvaliteten sandsynligvis var blevet forbedret. 
On the basis of this, we concluded that quality had probably been improved.
I nžsten en fjerdedel af tilfžldene kunne Retten ikke konkludere, om der var sket fremskridt eller ej. 
In almost a quarter of the cases, the Court could not draw a conclusion on whether or not progress had been made.
I de fleste tilfžlde skyldtes det, at mlet var s generelt, at det ikke var muligt at bevise, at der ikke havde vžret en effekt. 
In most cases, this was because the related objective was so general that it was not possible to prove that there had been no impact.
Det var navnlig tilfžldet i forbindelse med mlene om at reducere tilbagekżb, om koncentration af udbuddet og om regulering af producentpriser (diagram 8). 
This was particularly the case for the objectives of reducing withdrawals, concentration of supply, and stabilising producer prices (Diagram 8).
F.eks. er en producentorganisations eksistensberettigelse, at den skal koncentrere udbuddet og markedsfżre sine medlemmers produkter, og fżlgelig vil alle dens aktiviteter p en eller anden mde bidrage til opfyldelsen af dette ml, om end indirekte. 
For example, a producer organisationŐs raison dŐtre is to concentrate supply and market its membersŐ produce. Consequently, all of its activities contribute to this objective in some way, however indirectly.
56. sket fremskridt (diagram 7). 
56. had been made (Diagram 7).
I nogle f af disse tilfžlde var aktionen mislykkedes. En producentorganisation havde f.eks. under et driftsprogram startet en aktion vedrżrende żkologisk produktion, men havde opgivet projektet. 
In a few of these cases, the action had failed: one producer organisation had started an operational programme action concerning organic production, for example, but abandoned the project.
I resten af tilfžldene var rsagen til, at der ikke var sket fremskridt, at der var fastsat forkerte ml for foranstaltningerne, enten p grund af en misforstelse (flere producentorganisationer forstod mlet om Čat ivžrksžtte salgsfremmende foranstaltninger over for forbrugerneÇ som salgsfremmende foranstaltninger over for organisationens kunder), eller fordi man skulle overholde en national klassificering (jf. punkt 33). 
In the rest of the cases, the reason for the lack of progress was that objectives had been incorrectly allocated to the measures, either through misunderstanding (several producer organisations understood the objective Ôpromotion of products to consumersŐ as being promotion to clients), or to comply with a national classification (see paragraph 33).
Aktionerne havde lav effektivitet 57. 
Low effectiveness of actions 57.
Resultaterne af ovennžvnte stikprżve viser kun, om der er bevis for, at der er sket fremskridt, men ikke hvor store disse fremskridt er. 
The results of the sample presented above show only whether there is evidence of progress being made but not the extent of that progress.
I forhold til producentorganisationens udgangssituation havde mange af aktionerne i stikprżven ganske vist bidraget tydeligt til opfyldelsen af de fastsatte ml, men i andre tilfžlde var der kun sket meget sm fremskridt. 
Although many actions in the sample had clearly moved the producer organisation forward from its initial situation towards the related objectives, in other cases the progress made was only marginal.
Nr en maskine blev skiftet ud, medfżrte det normalt et vist fremskridt, da den nye maskine var en forbedring i forhold til den žldre model. 
Replacement machinery usually resulted in some progress as it represented an improvement over the old model.
Men i forhold til de samlede omkostninger ved udskiftningen var fremskridtet undertiden ubetydeligt. 
However, in relation to the total cost of the replacement, the progress was sometimes not significant.
Det samme gjorde sig gžldende, nr organisationen fortsatte med at anvende personale til at kontrollere produktkvaliteten. Dermed kunne den nemlig opretholde sit kva-litetsniveau, men det fżrte ikke nżdvendigvis til mžrkbare forbedringer i kvaliteten i forhold til tidligere r. 
Similarly, the continuing employment of staff to check product quality enabled the producer organisations to maintain quality levels, but did not necessarily lead to a discernable improvement in quality in relation to previous years.
For at mle virkningen af disse Čikke sžrlig effektiveÇ foranstaltninger gennemgik Retten igen hver enkelt af de 104 aktioner, den havde revideret p stedet, for at finde ud af, om de i forhold til udgangssituationen havde bidraget vžsentligt til, at producentorganisationen kunne opfylde et eller flere af EU-mlene (tekstboks 16). 
In order to gauge the incidence of these Ôlow effective-nessŐ measures, the Court reviewed each of the 104 actions that had been audited on the spot to consider if they represented a significant advance for the producer organisation from its initial situation towards one or more of the EUŐs objectives (Text box 16).
Nr dette kriterium blev anvendt, fik over halvdelen (55 %) af den tilfžldige stikprżve af aktioner etiketten Čeffektivitet lavÇ. 
Against this criterion, more than half (55 %) of the random sample of actions were classed as Ôlow effectivenessŐ.
I 6 % af tilfžldene var der klart bevis for, at der ikke var 
In 6 % of cases there was clear evidence that no progress
20.11.2006 DA Den Europžiske Unions Tidende C 282/45 59. 
20.11.2006 EN Official Journal of the European Union C 282/45 59.
Disse resultater viser, at medlemsstaterne i hżj grad har godkendt aktionerne i driftsprogrammerne p grundlag af deres art (er aktionen stżtteberettiget?) uden ogs at tage hensyn til deres effektivitet (bidrager aktionen til, at producentorganisationen kan opfylde mlet?). 
These findings show the extent to which Member Sates have approved actions in operational programmes on the basis of their nature (is the action eligible?) without also taking into account their effectiveness (does the action advance the producer organisation towards the objective?).
Tekstboks 16 Eksempler p aktioner, hvor vi ofte konstaterede, at der var gjort vžsentlige fremskridt i forhold til udgangssituationen: Ń forbedring af produktionsfaciliteterne (vandingssystemer, energieffektive drivhuse) Ń attesteret kvalitet. 
Text box 16 Examples of actions where we often found a significant advance from the initial situation: Ń improvements in production facilities (irrigation systems, energy-efficient greenhouses); Ń introduction of certified quality schemes.
Eksempler p aktioner, hvor vi ofte konstaterede, at der ikke var gjort vžsentlige fremskridt: Ń udskiftning af maskiner f.eks. pallelżftere, gaffeltrucker, lastbiler og traktorer Ń pallekasser, tremmekasser, containere osv. 
Examples of actions where we often found no significant advance: Ń replacements of machinery such as pallet-movers, fork-lift trucks, lorries and tractors; Ń pallet-boxes, crates, containers, etc.; Ń salaries of existing staff (marketing departments, quality checkers).
Ń lżnninger til allerede ansat personale (markedsfżring, kvalitets-kontrol) Konklusioner vedrżrende driftsprogrammernes effektivitet 60. 
Conclusions on the effectiveness of operational programmes 60.
Medlemsstaterne opfyldte formelt de fleste af de krav til programmeringsmodellen, der specifikt var fastsat i forordningen. 
Member States formally applied most of the aspects of the programming model that were specifically required in the regulation.
De tog imidlertid ikke aktionernes sandsynlige effektivitet i betragtning, nr de skulle afgżre, om de kunne godkende et driftsprogram. 
However, they did not take account of the likely effectiveness of the actions in their decisions to approve operational programmes.
Det medfżrte stżrre risiko for, at aktioner med lav effektivitet blev stżttet af EU. 
This increased the risk of low-effectiveness actions being supported with EU aid.
I stedet fulgte medlemsstaterne en ČtilskudsmetodeÇ og anvendte stżtteberettigelseslister til at godkende et program efter arten af den foreslede udgift, uden at de var nżdt til at tage hensyn til producentorganisationernes udgangssituation og de fastsatte ml. 
Member States instead followed a Ôsubsidy approachŐ using the eligibility lists to approve programmes in relation to the nature of the proposed expenditure without having to take account of the producer organisationsŐ situations and objectives.
Det har imidlertid ikke medfżrt den ensartede anvendelse og forenkling, som det ellers ville have vžret muligt med en sdan metode. 
However, this has not resulted in the uniform application and simplicity that such an approach could offer.
I stżtteberettigelseslisterne var der ikke fastsat tilstržkkeligt klare kriterier, sledes at udgifterne kunne styres hen imod de aktiviteter, som EU żnsker at stżtte, og det medfżrte uvished og stżrre kontrolomkostninger. 
The eligibility lists did not set sufficiently clear criteria to guide the expenditure towards the activities that the EU wants to support, with the result of uncertainty and increased costs of control.
P grund af den sidelżbende anvendelse af programmeringsmodellen skulle producentorganisationerne forberede driftsprogrammer og evalueringer for at overholde bestemmelserne i forordningerne, og det medfżrte store omkostninger og kun f fordele. 
The coexistence of the programming model required producer organisations to prepare operational programmes and evaluations to comply with the regulations at a significant cost, and for little benefit.
I forhold til producentorganisationernes udgangssituation bidrog imidlertid under halvdelen af de finansierede aktioner vžsentligt til opfyldelsen af mindst et af de 11 ml og kan dermed anses for at have vžret effektive. 
However, less than half of the actions financed represented a significant advance from the producer organisationsŐ initial situation towards at least one of the 11 objectives, and can therefore be considered effective.
Der er ogs blevet ydet stżtte til gennemfżrelse af aktioner med lav effektivitet, der kun medfżrte sm žndringer. 
The aid has also been granted for operational programme actions with low effectiveness that achieve little change.
I disse tilfžlde kunne stżtten blive mere effektiv, hvis den blev mere mlrettet. Diagram 8 Stikprżven af aktioner: effekt p EU-mlene 
In these cases, the aid could be more effective if better targeted Diagram 8 Sample of actions: impact on EU objectives
C 282/46 DA Den Europžiske Unions Tidende 20.11.2006 DEL II: PRODUCENTORGANISATIONERNES FREMSKRIDT 64. 
C 282/46 EN Official Journal of the European Union 20.11.2006 PART II: PROGRESS MADE BY PRODUCER ORGANISATIONS 64.
Ud over driftsprogrammets effektivitet, som beskrives i del I, har mange andre faktorer ogs indflydelse p de fremskridt, som producentorganisationerne har gjort. Fżrst og fremmest er der de aktiviteter, som producentorganisationerne og deres medlemmer gennemfżrer, og som ikke finansieres af driftsprogrammer. 
Many factors have an impact on the progress made by producer organisations, in addition to the effectiveness of the operational programmes described in Part I. Foremost among these are the activities undertaken by producer organisations and their members that are not financed by operational programmes.
Mange producentorganisationer foretager f.eks. vžsentlige investeringer under programmer for udvikling af landdistrikterne. 
Many producer organisations undertake significant investments under Rural Development programmes, for example.
Dertil kommer, at producentorganisationerne ogs kan modtage stżtte under andre EU-stżtteordninger, navnlig under ordningerne for tilbagekżb af overskudsproduktion og for forarbejdning af frugt og tomater. 
Furthermore, other EU aid schemes also support producer organisations, notably the schemes for the withdrawals of surplus production and for the processing of fruit and tomatoes.
Den strategi, som producentorganisationerne fżlger, pvirker ogs producentorganisationernes opfyldelse af mlene, og det samme gżr konkurrencesituationen, žndrede krav og pržferencer fra kunderne, andre EU-politikker f.eks. vedrżrende kvalitet og miljż og p kortere sigt endda vejrforholdene. 
Also affecting the producer organisationsŐ achievement of the objectives are the strategy followed by the producer organisation, the competition it faces, changing customer requirements and preferences, other EU policies such as for quality and the environment, and even, in the shorter term, weather conditions.
Har producentorganisationerne gjort fremskridt med hensyn til at opfylde de ml, der er fastsat for stżtteordningen? 
Have producer organisations made progress towards achieving the objectives set for the aid scheme?
Del I viste, at driftsprogrammerne generelt havde bidraget til at opfylde mlene for Rdets forordning. 
Part I showed that operational programmes have, on the whole, resulted in progress being made towards the Council regulationŐs objectives.
I denne del af beretningen undersżges det, om dette er afspejlet i producentorganisationernes overordnede resultat. 
This part of the report examines whether this progress has been reflected in the overall performance of producer organisations.
Fżrst evalueres den stikprżve af producentorganisationer, der blev besżgt under revisionen (tekstboks 17), og derefter ser vi p Kommissionens samlede data p EU-niveau. 
The report first assesses the sample of producer organisations visited during the audit (Text box 17), then considers the CommissionŐs aggregated data at EU level.
Tekstboks 17 Beskrivelse af stikprżven: Producentorganisationerne i den tilfžldige stikprżve udgjorde 2 % af det samlede antal producentorganisationer i EU og 5 % af disses omsžtning i 2004. 
Text box 17 Sample characteristics: Producer organisations in the random sample represented 2 % of the total number and 5 % of the turnover of EU producer organisations in 2004.
Stikprżven af producentorganisationer 66. 
Sample of producer organisations 66.
De 30 producentorganisationer, der blev besżgt, blev bedt om at pvise de fremskridt, de havde gjort med hensyn til at opfylde hvert enkelt af de 11 ml, uanset om de havde medtaget aktioner, der vedrżrte disse ml, i deres driftsprogrammer. 
The 30 producer organisations visited were asked to demonstrate the progress they had made towards each of the 11 objectives, regardless of whether they had included actions related to those objectives in their operational programmes.
Det gav i alt 330 undersżgte tilfžlde. 
This gave a total of 330 cases examined.
I forbindelse med 54 % af disse tilfžlde var producentorganisationen i stand til at pvise, at den havde gjort fremskridt. 
In 54 % of these, the producer organisation was able to provide evidence to show that it had made progress.
I yderligere 12 % af tilfžldene nede vi frem til den konklusion, at producentorganisationen formentlig havde gjort fremskridt. 
In a further 12 % of cases, the conclusion was reached that the producer organisation had probably made progress.
Manglende oplysninger, navnlig om produktionsomkostninger og regulering af priserne, kunne forklare de fleste af de 16 % af tilfžldene, hvor vi ikke kunne n til nogen konklusion (jf. diagram 9). 
A lack of information, particularly on production costs and the stability of prices, explained most of the 16 % of cases where a conclusion could not be made (Diagram 9).
Mange producentorganisationer havde ikke ivžrksat foranstaltninger til opfyldelse af mlene om Čżkologisk produktionÇ og om at Čivžrksžtte salgsfremmende foranstaltninger over for forbrugerneÇ, som udgjorde de fleste af de 18 % af tilfžldene, hvor der ikke var konstateret fremskridt. 
Many producer organisations had not followed the objectives Ôorganic productionŐ and Ôpromoting products to consum-ersŐ, which accounts for most of the 18 % of cases where Ôno progressŐ was observed.
Der var ogs kun gjort relativt sm fremskridt i forhold til mlene om at Čreducere produktionsomkostningerneÇ og at Čregulere priserneÇ. 
Relatively little progress had also been made against the objectives of Ôreducing production costsŐ and Ôstabilising pricesŐ.
Producentorganisationerne forklarede, at de sigtede mod stigende priser snarere end mod stabile priser, selv om de fleste mente, at de ikke var prisfżrere og kun havde meget lidt indflydelse p de priser, de opnede. 
Producer organisations explained that they aimed for increasing prices rather than stable prices, although most considered themselves price-takers and could do little to influence the prices they obtained.
Vigtigere end blot at reducere omkostningerne var det at maksimere indtjeningen, hvilket ofte betżd hżjere omkostninger for at opn bedre kvalitet og mervžrdi. 
More important than simply reducing costs was maximising profit, which often involved increasing costs to obtain better quality and added value.
Producentorganisationerne bemžrkede ogs, at forbedrede miljżpraksis normalt żgede omkostningerne, uden at det nżdvendigvis medfżrte hżjere produktpriser. 
Producer organisations also noted that improving environmental practices usually increased costs, without necessarily leading to increased product prices.
Selv om resultaterne af stikprżven viser, at de fleste producentorganisationer i det mindste gjorde en vis form for fremskridt med hensyn til at opfylde de fleste af de 11 ml, er det i sig selv ikke nok til at bekržfte, at ordningen med stżtte til driftsprogrammer har vžret effektiv, da andre faktorer, der beskrives i punkt 64, kan have indvirket p resultatet. 
Although the sample results show that most producer organisations made at least some progress towards most of the 11 objectives, this is not sufficient on its own to confirm that the operational programme aid scheme has been effective, because of the influence of the other factors described in paragraph 64.