natgillin/translations-raw huggingface dataset:
Der er tre ansžttelsesgrupper i tjenestemandskategorien: Ń Administratorer (AD) i lżnklasse AD5 til AD15 Ń Assistenter (AST) i lżnklasse AST1 til AST11 Ń Sekretžrer og kontorpersonale (AST/SC) i lżnklasse AST/SC1 til AST/SC6. 
There are three function groups in the officials category: Ń Administrators (AD), career in grades AD5 to AD15; Ń Assistants (AST), career in grades AST1 to AST11; Ń Secretaries and clerks (AST/SC), career in grades AST/SC1 to AST/SC6.
Ansžttelsesgrupperne er de samme for midlertidigt ansatte som for tjenestemžnd. 
The function groups for temporary staff are the same as for officials.
De er inddelt i fire ansžttelsesgrupper (GF I til GF IV), afhžngigt af hvilke opgaver de udfżrer: fra GF I for manuelle opgaver til GF IV for administrative opgaver. 
They are divided into four function groups (GFI to GFIV), depending on the tasks they carry out: from GFI for manual tasks to GFIV for administrative tasks.
Personale i GF I-ansžttelsesgruppen og personale i et agentur, en delegation, en repržsentation eller et kontor (f.eks. OIL, OIB) kan ansžttes for en ubegržnset periode; andre kontraktansatte kan hżjst vžre ansat i seks r. 
Staff in GFI or working at an agency or in a delegation, representation or office (e.g. OIL, OIB) may be engaged for an indefinite period; the contracts of other staff cannot exceed six years.
Lokalt personale ansžttes uden for Den Europžiske Union i henhold til lokale regler og praksis. 
Local staff are engaged in places outside the European Union according to local rules and practices.
De ansžttes ikke i en fast stilling. 50 
They are not assigned to an established post. 49
Bilag III Ń Ansžttelseskrav til de enkelte personalekategorier Tabellen nedenfor sammenfatter de minimumskvalifikationer og -sprogfžrdigheder, der kržves af tjenestemžnd, midlertidigt ansatte og kontraktansatte, og de vejledende opgaver i de enkelte ansžttelsesgrupper. 
Entry requirements for each staff category The table below summarises the minimum qualifications and language skills required for officials, temporary and contract staff, along with the indicative tasks for each function group.
51 Tjenestemžnd og midlertidigt ansatte AD Kvalifikationer Kontraktansatte GF IV Bevis for afsluttet videregende uddannelse p mindst tre r AST og AST/SC GF III og GF II Bevis for afsluttet videregende uddannelse eller bevis for uddannelse p gymnasialt niveau og mindst tre rs relevant erhvervserfaring Ikke relevant GF I Pligtig skolegang afsluttet med tilfredsstillende resultat Sprogkrav For alle ansžttelsesgrupper: indgende kendskab til t af Unionens sprog og tilfredsstillende kendskab til et andet af disse sprog. 
Officials and temporary staff Contract staff Qualifications AD GFIV Completed university studies of at least three years attested by a diploma AST and AST/SC GFIII and GFII Post-secondary education attested by a diploma, or secondary education attested by a diploma, and professional experience of at least three years 50 N/A GFI Successful completion of compulsory education Language requirement For all function groups: thorough knowledge of one of the EU languages and a satisfactory knowledge of another.
For tjenestemžnd kržver forfremmelse kendskab til et tredje sprog. 
For officials, promotion requires knowledge of a third language.
Vejledende opgaver AD GF IV Administrator: advokat, oversžtter, revisor, żkonom osv. 
Indicative tasks AD Administrator: lawyer, translator, auditor, economist etc.
AST Ekspeditionsopgaver eller tekniske opgaver inden for administration, finans, kommunikation, forskning eller udvikling og gennemfżrelse af politikker AST/SC Kontor-og sekretariatsopgaver og forvaltningsopgaver Svarer til AD-personalets opgaver, men udfżres under tilsyn af tjenestemžnd eller midlertidigt ansatte GF III Svarer til AST-personalets opgaver, men udfżres under tilsyn af tjenestemžnd eller midlertidigt ansatte GF II Svarer til AST/SC-personalets opgaver, men udfżres under tilsyn af tjenestemžnd eller midlertidigt ansatte 
AST GFIV Executive or technical role in administration, finance, communication, research, or policy development and implementation AST/SC Clerical and secretarial tasks, office management N/A Similar to AD staff but performed under the supervision of officials or temporary staff GFIII Similar to AST staff but performed under the supervision of officials or temporary staff GFII Similar to AST/SC staff but performed under the supervision of officials or temporary staff.
52 Tjenestemžnd og midlertidigt ansatte Kontraktansatte Ikke relevant GF I Manuelt arbejde og administrative stżttefunktioner (f.eks. chauffżrer, logistisk personale og personale i bygninger), som udfżres under tilsyn af tjenestemžnd eller midlertidigt ansatte 
GFI Manual and administrative support tasks (e.g. driver, logistics and building staff), performed under the supervision of officials or temporary staff
Stillingsfortegnelse: Liste over faste og midlertidige stillinger i de enkelte institutioner, kontorer og agenturer. 
Establishment plan: List of permanent and temporary posts at each institution, office or agency.
Stillingsfortegnelsen er vedhžftet deres respektive budgetter. 
It is appended to their respective budget.
Trepartsforhandlinger: Trepartsmżder mellem Europa-Parlamentet, Rdet og Kommissionen, hvor de forhandler om lovgivningsmžssige forslag. 
Trilogues: Tripartite meetings between the European Parliament, the Council and the Commission at which they negotiate legislative proposals.
De uformelle aftaler, der indgs i den forbindelse, skal formelt godkendes af Parlamentet og Rdet. 
The informal agreements reached in this context then have to be formally approved by the Parliament and the Council.
En rlig tilvžkstrate p 2 % betyder f.eks., at den ansatte for hvert ansžttelsesr optjener 2 % i pensionsydelser. 
For example, an annual accrual rate of 2 % means that, for each year of service, the employee accumulates 2 % of pension benefits.
KOMMISSIONENS SVAR P DEN EUROPŽISKE REVISIONSRETS SŽRBERETNING "GENNEMFŻRELSEN I KOMMISSIONEN AF PERSONALEREFORMPAKKEN FRA 2014: DER ER OPNET STORE BESPARELSER, MEN IKKE UDEN KONSEKVENSER FOR PERSONALET" BEMŽRKNINGER 32. 
52 REPLIES OF THE COMMISSION TO THE SPECIAL REPORT OF THE EUROPEAN COURT OF AUDITORS ŇTHE IMPLEMENTATION OF THE 2014 STAFF REFORMS PACKAGE AT THE COMMISSION: BIG SAVINGS BUT NOT WITHOUT CONSEQUENCES FOR STAFFÓ OBSERVATIONS 32.
Disse overvejelser blev imidlertid aldrig dokumenteret formelt. 
However, these considerations were not formally documented.
Kommissionen bekržfter, at mlet p 40 % kvinder i ledende stillinger vil vžre net inden udlżbet af denne Kommissions mandat. 
The Commission confirms the 40% gender target in management positions will be achieved before the end of the Commission mandate.
Kommissionen żnsker at understrege, at stigningen i antallet af kontraktansatte i JRC primžrt skyldes beslutningen fra 2014 om at konvertere "stipendiater" til kontraktstillinger. 
The Commission wishes to underscore that the increase in JRC is primarily due to the 2014 decision to convert "grant-holders" into contract staff.
Der ses en stigning i kontraktstillinger svarende til AD-stillinger, mens antallet af kontraktstillinger svarende til AST-stillinger er forblevet stabilt i hele den omhandlede periode. 
An increase is observed on the AD equivalent contract staff, whereas the number of AST equivalent contract staff has remained constant during the given period.
Kommissionen fremhžver, at konsekvenserne p lang sigt blev taget i betragtning i den reviderede version af personalevedtžgten, hvorfor: Ń den maksimale kontraktvarighed for kontraktansatte blev udvidet fra tre til seks r Ń kontraktansatte fik mulighed for at deltage i interne udvžlgelsesprżver med henblik p at blive tjenestemžnd. 
The Commission emphasises that the long-term implications were taken into consideration in the revised version of the Staff Regulations.
Kommissionen har truffet alle nżdvendige foranstaltninger for at opn en sund forvaltning af fravžr, dvs. fastsžttelse af indikatorer, udvikling af IT-redskaber samt advarselssystemer og de dertilhżrende rapporteringsordninger. 
The Commission has put all necessary actions in place to achieve a mature level absence management through the development of indicators, IT tools, alert system and resulting reporting arrangements.
Der er oprettet en ny kontrolenhed i Lžgetjenesten, som i sin kontrolstrategi har indarbejdet disse vžrktżjer og oplysninger samt informationsudveksling. 
A new medical control unit has been created, incorporating in its control strategy, the tools, information and exchange of knowledge.
Kommissionen żnsker at ppege, at der fortsat tilkendegives meget stor interesse for stillinger i delegationerne, hvilket bekržfter, at det generelt er attraktivt at arbejde i delegationerne. 
The Commission wants to point out that the expressions of interest on postings in Delegations remain high, confirming as a general rule the attractiveness of working in Delegations.
Kommissionen żnsker at ppege, at GFIV-kontraktansatte i henhold til personalevedtžgten udfżrer deres opgaver under tilsyn af en tjenestemand eller en midlertidig ansat. 
The Commission would like to point out that, according to the Staff Regulations, contract staff in GFIV carry out their tasks under the supervision of officials or temporary staff.
Derudover er det et minimumskrav for nyansatte administratorer, at de har bestet en udvžlgelsesprżve, hvilket ikke er tilfžldet for kontraktansatte. 
In addition, the minimum recruitment requirements for junior administrators include having passed a competition, which is not the case for contract staff.
Kommissionen żnsker at ppege, at reglerne for forfremmelse samt interne udvžlgelsesprżver gżr det muligt for hżjtpržsterende ansatte at avancere hurtigere i deres karriereforlżb. 
The Commission would like to point out that the promotion rules in force, as well as internal competitions, allow high performing staff to have a fast career path.
Kommissionen tager Revisionsrettens analyse til efterretning. 
The Commission has taken note of the analysis carried out by the ECA.
Kommissionen żnsker at pržcisere, at den metode, der er anvendt i dens rapport om geografisk balance ikke er den DA1 DA samme, men er mere fokuseret p ansžttelsesgruppen for administratorer og de lżntrin, som der kan rekrutteres til (hovedsageligt AD5-8). 
The Commission wishes to clarify that the methodology set out in its report on geographical balance is different and more focused on the AD function group and on grades at which recruitment can take place (mainly grades AD5-8).
Derfor er det muligt, at konklusionerne vedrżrende underrepržsentation afviger fra Revisionsrettens. 
Therefore, the conclusion in terms of underrepresentation may differ from those set out by the ECA.
Kommissionen mener, at vurderingen af dens attraktivitet i forskellige medlemsstater afhžnger af flere faktorer, f.eks. żkonomiske overvejelser, lokale forhold osv. 
The Commission considers that the assessment of its attractiveness across different Member States relies on multiple factors e.g. economic considerations, local conditions, etc.
Som fżlge af beslutningsprocessens dynamiske karakter kunne Kommissionen ikke gennemfżre systematiske konsekvensanalyser for alle nye foranstaltninger, der blev foreslet under forhandlingerne. 
Due to the dynamic nature of the decision-making process, the Commission could not systematically carry out impact analyses for any new proposed measure arising during the negotiations.
Eftersom Kommissionen ikke havde nogen kontrol over tidsplanen for beslutningsprocessen, var det ikke muligt formelt at analysere de potentielle virkninger af samtlige foranstaltninger. 
As the Commission was not in control of the timing of the decision-making process, it was not possible to formally analyse the potential impact of all the measures.
Ved vedtagelsen af gennemfżrelsesbestemmelser tog Kommissionen hensyn til konsekvenserne af de žndrede arbejdsvilkr. 
When adopting implementing provisions, the Commission took into consideration the implications of the changes to the conditions of employment.
Kommissionen żnsker at pržcisere, at formlet med tidsregistreringssystemet er at fżre tilsyn med arbejdstiden i henhold til de gžldende regler. 
The Commission wishes to clarify that the aim of the time reporting system is to monitor working time in accordance with the rules in force.
Der tages stilling til spżrgsmlet om ressourcetildeling ved hjžlp af supplerende oplysninger (f.eks. screening af stillinger) og med baggrund i de politiske prioriteter. 
The question of resource allocation is dealt with using additional information (e.g. screening of posts) and based on political priorities.
Kommissionen vil gerne understrege, at medarbejdertilfredsheden som fastslet i medarbejderundersżgelsen er steget i 2018 sammenlignet med 2016. 
The Commission wants to highlight that staff satisfaction as measured in the staff survey increased in 2018 as compared to 2016.
Derudover er fżlgende politikker og tiltag blevet udarbejdet og gennemfżrt med henblik p at afhjžlpe de negative konsekvenser af personalereformen: Ń en strategi for talentpleje Ń en lžrings-og udviklingsstrategi Ń fit@work-strategien, der er baseret p og indeholder: Ń et sundhedsovervgningsredskab, der analyserer og indberetter fravžr og rsagerne hertil i perioden 2010-2015 Ń alle de foranstaltninger, der er truffet med henblik p forsvarlig forvaltning af fravžr Ń den nye kontrolenhed i Lžgetjenesten. 
Furthermore, the following policies and actions were designed and implemented to help mitigate the negative effects of the reform on staff: - the talent management strategy; - the learning and development strategy; - the fit at work strategy, based on and including: - a health monitoring tool analysing and reporting on absences and their causes from 2010-2015; - all measures put in place to achieve sound absence management; - the new medical control unit.
KONKLUSIONER OG ANBEFALINGER 89. 
CONCLUSIONS AND RECOMMENDATIONS 89.
Det er ikke korrekt, at Kommissionen ikke har gennemfżrt interne strategier til afhjžlpning af konsekvenserne af reformen. 
The Commission did implement internal strategies to mitigate some effects of the reform.
Eftersom Kommissionen ikke havde nogen kontrol over tidsplanen for beslutningsprocessen under forhandlingerne, var det ikke muligt formelt at analysere de potentielle virkninger af samtlige foranstaltninger. DA2 DA 
As the Commission was not in control of the timing of the decision-making process during the negotiations, it was not possible to formally analyse the potential impact of all the measures.
Se Kommissionens svar p punkt 79 og 87. 
See Commission replies to paragraphs 79 and 87.
Anbefaling 1 Ń Udvikling af en personaleforvaltningsplan Kommissionen accepterer anbefalingen. 
Recommendation 1 Đ Develop a workforce management plan The Commission accepts the recommendation.
Kommissionen vil imidlertid gerne ppege, at en handlingsplan til gennemfżrelse af denne anbefaling tydeligvis vil afhžnge af, hvor mange af de omhandlede aspekter, den er herre over. 
However, the Commission would like to point out that the action plan to implement the recommendation will clearly depend on a number of aspects that are not under its control.
Et af disse, vigtige, aspekter er udviklingen i de opgaver, som Kommissionen skal lżse i henhold til de politiske prioriteter. 
One such important aspect is the evolution of tasks carried out by the Commission in reaction to political priorities.
Anbefaling 2 Ń Forbedring af rammerne for overvgning af og rapportering om HR-spżrgsml Kommissionen accepterer anbefalingen. 
Recommendation 2 Đ Enhance the framework for monitoring and reporting on HR issues The Commission accepts the recommendation.
Anbefaling 3 Ń Vurdering af behov og potentielle virkninger inden en eventuel yderligere žndring af personalevedtžgten Kommissionen accepterer anbefalingen. 
Recommendation 3 Đ Assess needs and potential impacts before any further revision of the Staff Regulations The Commission accepts the recommendation. EN3 EN
Revisionsholdet Revisionsrettens sžrberetninger pržsenterer resultaterne af dens revisioner vedrżrende EU-politikker og -programmer eller forvaltningsspżrgsml i forbindelse med specifikke budgetomrder. 
Audit team The ECAŐs special reports set out the results of its audits of EU policies and programmes, or of management-related topics from specific budgetary areas.
Denne forvaltningsrevision blev udfżrt af Afdeling V Đ Finansiering og forvaltning af EU, der ledes af Lazaros S. Lazarou, medlem af Revisionsretten. 
This performance audit was carried out by Audit Chamber V Financing and administration of the EU, headed by ECA Member Lazaros S. Lazarou.
Revisionsarbejdet blev udfżrt under ledelse af Pietro Russo, med stżtte fra kabinetschef Chiara Cipriani, attach Benjamin Jakob, ledende administrator Bertrand Albugues, opgaveansvarlig Daria Bochnar og revisorerne Marion Kilhoffer og Tomasz Plebanowicz. 
The audit was led by ECA Member Pietro Russo, supported by Chiara Cipriani, Head of Private Office and Benjamin Jakob, Private Office Attach; Bertrand Albugues, Principal Manager; Daria Bochnar, Head of Task; Marion Kilhoffer and Tomasz Plebanowicz, Auditors.
Thomas Everett ydede sproglig stżtte. 
Thomas Everett provided linguistic support.
Fra venstre til hżjre: Chiara Cipriani, Benjamin Jakob, Pietro Russo, Tomasz Plebanowicz, Marion Kilhoffer, Bertrand Albugues, Daria Bochnar. 
From left to right: Chiara Cipriani, Benjamin Jakob, Pietro Russo, Tomasz Plebanowicz, Marion Kilhoffer, Bertrand Albugues, Daria Bochnar.
Tidslinje Begivenhed Dato Revisionsplanen vedtaget/Revisionen pbegyndt 24.4.2018 Udkastet til beretning officielt sendt til Kommissionen (eller en anden revideret enhed) 23.5.2019 Den endelige beretning vedtaget efter den kontradiktoriske procedure 9.7.2019 Officielle svar fra Kommissionen (eller en anden revideret enhed) modtaget p alle sprog 24.7.2019 
Timeline Event Date Adoption of Audit Planning Memorandum (APM) / Start of audit 24.4.2018 Official sending of draft report to Commission (or other auditee) 23.5.2019 Adoption of the final report after the adversarial procedure 9.7.2019 CommissionŐs (or other auditeeŐs) official replies received in all languages 24.7.2019
Tilladelse til at anvende eller gengive fotos eller andet materiale, hvortil Den Europžiske Union ikke har ophavsretten, skal indhentes direkte hos indehaveren af ophavsretten. 
For any use or reproduction of photos or other material that is not under the European Union copyright, permission must be sought directly from the copyright holders.
DA PDF ISBN 978-92-847-3477-1 doi:10.2865/415458 QJ-AB-19-011-DA-N DA HTML ISBN 978-92-847-3452-8 doi:10.2865/501542 QJ-AB-19-011-DA-Q 
EN PDF ISBN 978-92-847-3480-1 doi:10.2865/801296 QJ-AB-19-011-EN-N EN HTML ISBN 978-92-847-3443-6 doi:10.2865/628423 QJ-AB-19-011-EN-Q
Personalevedtžgten udgżr rammerne for ansžttelse af tjenestemžnd og andet personale i EUŐs institutioner, organer og agenturer. 
The Staff Regulations provide the framework for the employment of officials and other staff at the EU institutions, bodies and agencies.
Efter en fżrste vidtržkkende reform i 2004 blev reglerne žndret igen i 2014 i en bestržbelse p at nedbringe de samlede personaleudgifter og yderligere strżmline EUŐs offentlige tjeneste. 
After a first far-reaching reform in 2004, the rules were again amended in 2014 in an effort to reduce staff expenditure and further streamline the EU civil service.
Vi undersżgte virkningerne af 2014-reformerne i Kommissionen og konkluderede, at de har fżrt til betydelige langsigtede besparelser. 
We looked at the impact of the 2014 reforms at the Commission and concluded that they have led to considerable long-term savings.
Kommissionens personale er blevet mere mangfoldigt og fleksibelt, men žndringernes reelle bidrag til at forbedre HR-forvaltningen har vžret ret begržnset. 
Yet though the CommissionŐs workforce has become more diverse and flexible, the actual impact of changes to improve HR management has been rather limited.
Vi konstaterede ogs, at 2014-pakken har haft negative konsekvenser med hensyn til, hvor attraktiv Kommissionen er som arbejdsgiver. 
We also found that the 2014 package has negatively impacted the Commission's attractiveness as an employer.
Med henblik p at lżfte fremtidige udfordringer bżr overvgningen af Kommissionens personale mlrettes bedre mod nye risici. 
To address future challenges, monitoring of the CommissionŐs workforce should better target emerging risks.
4, andet afsnit, TEUF). 
ECA special report pursuant to Article 287(4), second subparagraph, TFEU.
DEN EUROPŽISKE REVISIONSRET 12, rue Alcide De Gasperi 1615 Luxembourg LUXEMBOURG Tlf. +352 4398-1 Kontakt: eca.europa.eu/da/Pages/ContactForm.aspx Websted: eca.europa.eu Twitter: @EUAuditors 
EUROPEAN COURT OF AUDITORS 12, rue Alcide De Gasperi 1615 Luxembourg LUXEMBOURG Tel. +352 4398-1 Enquiries: eca.europa.eu/en/Pages/ContactForm.aspx Website: eca.europa.eu Twitter: @EUAuditors
DA 2019 Særberetning 17 Centralt forvaltede EU-interventioner vedrørende venturekapital: Der er behov for mere målretning nr. 
EN 2019 Special Report NO Centrally managed EU interventions for venture capital: in need of more direction 17
12, rue Alcide De Gasperi – L-1615 Luxembourg T +352 4398 – 1 E eca-info@eca.europa.eu eca.europa.eu Indhold Resumé Indledning Venturekapital: en form for private equity Kommissionens involvering på venturekapitalmarkedet Venturekapitalmarkedet i Europa Hvordan de centralt forvaltede EU-interventioner fungerer Den Europæiske Investeringsfonds rolle Revisionens omfang og revisionsmetoden Bemærkninger Svagheder i forudgående og efterfølgende evalueringer Interventionerne var ikke baseret på en korrekt vurdering af markedsbehovene Utilstrækkelig dokumentation for virkningen af EU-interventionerne Kommissionen manglede en omfattende investeringsstrategi En efterspørgselsstyret tilgang fremmer ikke udviklingen af mindre udviklede venturekapitalmarkeder eller sektorer EU's venturekapitalmarked er ikke attraktivt nok for private investorer Punkt I-IX 01-23 02-07 08-10 11-15 16-21 22-23 24-26 27-110 27-46 29-36 37-46 47-80 48-63 64-73 74-80 81-110 82-85 86-95 96-101 102-110 Kompleksitet som følge af anvendelsen af mere end én intervention til at yde EU-støtte til venturekapitalmarkedet EIF er en hovedinvestor, men dens forvaltning af EU-interventioner kan strømlines EIF er en vigtig aktør De EU-støttede instrumenter overlapper med andre EIF-forvaltede instrumenter i stedet for at supplere dem EIF havde problemer med exit fra EU-støttede fonde EIF's gebyrer er ikke fuldt ud gennemsigtige og udformet, så de sikrer opfyldelse af de politiske mål 2 
Contents Executive summary Introduction Venture capital: a type of private equity Commission involvement in the venture capital market The venture capital market in Europe How the centrally managed EU interventions work The role of the European Investment Fund Audit scope and approach Observations Weaknesses in ex ante and ex post evaluations Interventions were not based on a proper assessment of market needs Insufficient evidence of the impact of the EU interventions The Commission lacked a comprehensive investment strategy Demand-driven approach does not favour the development of less developed venture capital markets or sectors The EU venture capital market is not attractive enough to private investors Complexity resulting from using more than one intervention to deploy EU support to the venture capital market The EIF is a cornerstone investor but its management of EU interventions can be streamlined The EIF is an important player EU-backed instruments overlap with others managed by the EIF rather than supplementing them The EIF had difficulties exiting EU-backed funds EIF’s fees not fully transparent or designed to meet policy objectives Paragraph I-IX 01-23 02-07 08-10 11-15 16-21 22-23 24-26 27-110 27-46 29-36 37-46 47-80 48-63 64-73 74-80 81-110 82-85 86-95 96-101 102-110 2