natgillin/translations-raw huggingface dataset:
EUR: 6607 mio inden swaps/12366 mioefter swaps formidlere kan udveksle obligationer via MTS uanset deres fysiske hjemsted og forskellige regler.
Euro:EUR 6607million before swaps/12366million after swaps and differing regulations. An embryonicpan-European electronic market has thusbeen brought into being.
Derved er der skabt en spire
Maturity Amount(EUR million)
Efter at have udbudt mellemstore forret181 mio fortsatte Banken med
-Other euro operations:before and after swaps
Et nyt produkt, der blevudbudt i samarbejde med et forsikringssel- mia til den vigtige termin 2010.
In addition, it extended its marketing campaign in order to attain the requisite level of longer-term liquidity by theyear-end.
Ultimo 2000 var der placeret otte tonean- ringsordning.
GBP8730million before swaps/6 757million after swaps
Dermed er 29 mia i EIB-obligatio-ner omfattet af stramme aftaler om market swaps papirernes likviditet som deres synlighedfor investorerne.
EIBbonds amounting to 29 billion are thus covered by stringent market-making agreements which enhance both their liquidityand investors’ perception.
Den juridiske og tekniskeinfrastruktur blev betydelig forbedret for pet kilde til arbitragemidleremittenter og finansielle foretagender. Her givende obligationertiv til de britiske statspapirer, hvilket under- emittent.
Appreciableprogress was made in improving the legaland technical infrastructure for benchmarkissuance, hedging and bond trading in thesecondary market.
tagning i GBP udarbejdede Banken gennem en aftale med en gruppe finansielleformidlere en prispolitik for sine emissioner, der sigter mod betydelig transparens ked.
The first euro transaction of the year incorporated some electronic features, currentlystandard practice for the EIB’s major initiatives in the primary market.
EARN-emissionen 2004 blev optaget i Euro-MTS og de syv andre EARN-emissioneri Supranational MTS, som er en anden delaf MTS-nettet. Det gjorde Banken til den ninger for at styrke GBP-obligationernes s finansielle
The 2004 EARNwas admitted to the Euro-MTS platformand seven other EARNs were admitted to Supranational MTS, another segment ofthe MTS network.
Markederne i Sydafrika, Asien og Stillehavet
bursed to Czech borrowers.
, var hovedbegivenheden i 2000 etableringen af en likvidi- storkreds.
South African, Asian and Pacific Rimmarkets
miner 2009, 2014, 2021 og 2028 samtfire nye, nemlig 2011, 2025, 2032 og
During the year, two USD-denominatedissues, targeted at Japanese retailinvestors, were launched, thereby further diversifying the EIB’s investor base.
De øvrige europæiske markeder
Other European markets
Bankens strategi blev suppleret gennem udbydelse af
Back-to-back disbursements were thus feasiblein the currency required by the EIB’slocal customers.
Vækstmarkederne i Central- og Østeuropa
Almost one quarter ofthe Sterling funds raised was swappedinto other currencies.
, og de indgik i swaps mod USD eller EUR.
On the Hong Kongdollar (HKD) market, the Bank reaffirmed its position as the benchmarkissuer by covering a full range of maturities across the yield curve, with 3, 5 and10-year issues.
rer. Knap en fjerdedel af disse midlerindgik i swaps mod andre valutaer.
The Bank’s issuance inthe Taiwanese dollar (TWD) marketreached record levels last year despitethe high degree of volatility.
Banken at udvide afkastkurven i CZK.De tilvejebragte midler indgik i likviditetsforvaltningen, inden de blev udbe-
-Having established a debt-issuanceprogramme in HUF - which wasincreased to 50billion - and another in CZK on the respective domestic markets,a similar programme was set up in Poland for PLN, which will ensure the EIB’s presence on that country’s marketin 2001.
Banken tilbage med et nyt toneangi-
This will contribute to developing the local markets in Accession Countries.
, der blev udbudt via lead managerneshjemmesider.
One of the bonds,a 15-year benchmark issue, enabled the Bank once again to extend the CZK yieldcurve.
I samarbejde med banksektoren
Cooperation with the bankingcommunity
EIB arbejder nært sammen med banksektoren, både om sin aktivitet på kapitalmarkederne og omydelsen af lån.
The EIB works in close cooperation with the banking sector, both with respect to its capital market operations and lending activity.
Dette samarbejde er en forudsætning for, at EIB
Cooperation at this level offers an essential channel through which the EIBcan:
•kan bidrage til finansieringen af et stort antal individuelle og omfattende projekter, om fornødentunder anvendelse af formidlere;
•contribute funding to a raft of large-scale individual projects, where appropriate through intermediated financing;
•kan opnå tilstrækkelige garantier for finansieringen af private, individuelle projekter, idet en tredjedelaf Bankens modtagne garantier er stillet af banker eller finansieringsinstitutioner;
•obtain adequate security for funding private-sector individual projects, with one third of guaranteesoffered to the EIB being furnished by banks or other financial institutions;
•takket være sin erfaring med bedømmelse af projekter, der kræver langfristet finansiering, kan spillesin rolle som katalysator for oprettelsen af solide projektgrupper, der gør det muligt at finansiere projekter på de bedst mulige vilkår med hensyn til rente og løbetid;
•on the strength of its experience in evaluating projects calling for long-term financing, act as a primemover in arranging sound financing packages so that projects can be funded on the keenest interestrate and maturity terms;
•kan bidrage til at forbedre finansieringsmulighederne for mindre og mellemstore virksomheder samtiværksættere af mindre og mellemstore infrastrukturprojekter gennem ydelse af globallån til banksektoren.
•enhance the financial environment for SMEs and promoters of small and mediumscale infrastructureschemes by extending global loans to the banking sector.
og mellemstore virksomheder eller lokale myndigheder til gode.
thousands of SMEs and local authorities.
ner samt EU-institutioner, der anvenderbudgetmidler fra EU eller medlemsstaterne.
deploying European Member States’budgetary funds.
Siden 1997 har Bankens aktivitet i nærtsamarbejde med finansieringssektorenligeledes sigtet mod etablering af venturekapitalstrukturer overalt i Unionenmed henblik på at styrke egenkapitaleni innovative og højteknologiske mindreog mellemstore virksomheder.
Since 1997, the EIB has also been fostering development of venture capitalstructures throughout the Union, inclose cooperation with the financialcommunity, with a view to strengthening the equity base of innovative andhigh-technology SMEs.
Efterreformen af EIF er denne portefølje blevet overført til denne.
In the wake ofthe EIF reform, this portfolio of operations has been transferred to the Fund.
Med henblik på at skabe den bedstmulige synergi mellem de disponiblemidler i investeringernes interesse fort-sætter EIB sit samarbejde med disseinstitutioner, især for at fremme demest effektive finansieringsordninger,dele risikoen samt sikre koordinationenog komplementariteten mellem de forskellige finansieringsinstitutioner.
To secure optimum interaction betweenthe resources available, tailored to theproject in question, the EIB will continue to work together with these entities,especially in promoting the most effective financing packages, sharing risksand ensuring coordination and complementarity between the various partnerfinancial institutions.
De lån, der ydes i samarbejde med banksektoren, er hovedsagelig globallån.Denne indirekte og decentraliseredeordning for finansiering af mindre ogmellemstore investeringer er oprettetfor at kunne dække mindre og mellemstore virksomheders eller lokale myndigheders behov, som EIB af effektivitetsgrunde ikke kan finansiere direkte.Globallånene dækker et reelt behov ogformidles i dag af et net af ca. 180 banker, hvoraf ca. en fjerdedel er kommettil alene i de tre forløbne år.
This decentralised indirect financing of small and mediumscale projects is tailored closely to theneeds of SMEs and local authorities,which for reasons of efficiency the EIBcannot finance directly because of theirsize. Meeting real needs, global loansare currently deployed through a network of some 180 partner banks - morethan one quarter of which have forgedties with the EIB during the past threeyears.
Disse lånhar udviklet sig støt og repræsenteredei 2000 knap 40% af aktiviteten i EU.
Global loan operations haveexpanded steadily and in 2000 accounted for nearly 40% of activity within the Union.
Dekommer hvert år titusindvis af mindre
Every year they benefit tens of
I tredjelandene samarbejder EIB ligeledes med forretningsbanker, nationalebanker eller europæiske banker, multieller bilaterale finansieringsinstitutio- side
In nonmember countries, the EIB alsocooperates with commercial banks atboth national and European level, multilateral and bilateral financial institutions, as well as those EU institutions page
Institutionernes partner
A partner for the institutions
Det Eur henvender sig stadig teten mellem Bankens aktivitet og de tiltag, der finansieres via EU-budgettet, forstrukturforbedring og forberedelse af til- marts 2000.
The European Council is increasingly callingon the services of the EIB Group to translatethe main thrust of its economic policy swiftly into reality, a notable example being the Lisbon European Council (March2000)with the unveiling by the EIB of its“Innovation 2000 Initiative”.
I tredjelandene samarbejder EIB ligeledesmed de multi- eller bilaterale finansie-ringsinstitutionerog EU-institutionernefor at skabe effektive finansieringsord- forbindelser med Europa-Parlamentet,ders projekter i sin evalu- mentaritet mellem disse institutionersaktivitet.
In Partner Countries, the Bank is also working closely with multilateral and bilateralfinancial institutionsand the EU institutions so as to formulate optimum fundingpackages and to ensure maximum interplayat the level of such cofinancing operations.
nyskabelse. Ved denne lejlighed talte formanden for Banken til Europa-Parlamen-tets plenarforsamling.
In common with all EU institutions, the Bank is keen to safeguard the Union’sfinancial interests.
Banken at beskytte Unionens finansielle interesser Revisionsretten den del af EIB’s aktivitet,der udfoldes med midler fra EU-budgettet.fet en intern beslutning om at tillade Det Eur bejde med Europa-Kommissionen
The Bank’s stronger ties with the Commission are also steadily deepening inall operational areas covered by the EIB. Forinstance, a Cooperation Agreement has
For at kunne tilbyde sine kunder de bedstmulige finansieringsformer og tilpasse sig finansiering tilbyde alle former for finansi.
In its endeavours to provide the optimumfinancing facilities for its clients and toremain alert to market trends, the EIB iscontinually broadening and modernisingthe array of its financial instruments.
udvide og modernisere sine finansieringsordninger.
In addition to medium and long-term loans,global loans and venture capital, the EIBGroup, on the strength of its Structured
Efter at alle venturekapital- og garantiforretninger til fordel for mindre og mellemstore virksomheder er blevet samlet i EIF, mindre og mellemstore virksomheders samlede finansieringsbehov.
Similarly, as its venture capital and SMEportfolio guarantee operations now allcome under the EIF umbrella, the EIB Groupis capable of responding immediately tothe full gamut of SME financing needs.
Styrbestår af ministre, udpeget af medlemsstaterne, sædvanligvisfinansministrene.
The Board of Governorsconsists of Ministers designated by each of the Member States, usually Finance Ministers.
Det fastlægger degenerelle retningslinier for kreditpolitikken, godkender årsregnskabet medbalancen samt træffer beslutning omdels Bankens deltagelse i finansieringsordninger uden for Unionen, delskapitalforhøjelser.
It lays down credit policyguidelines, approves the annualaccounts and balance sheet, decides onthe Bank’s participation in financingoperations outside the European Unionas well as on capital increases.
Endelig udnævnerdet medlemmerne af bestyrelsen, direktionen og revisionsudvalget.
Itappoints members of the Board of Directors, the Management Committeeand the Audit Committee.
Direktionen er Bankens udøvende, kollegiale fuldtidsorgan.
The Management Committeeis the Bank’s permanent collegiate executivebody.
Under ledelse afformanden for Banken og under bestyrelsens kontrol varetager den Bankensløbende forretninger samt forberederog varetager udførelsen af bestyrelsensbeslutninger.
Under the authority of the President and the supervision of the Board of Directors, it oversees day-to-day running of the EIB, recommendsdecisions to Directors and ensures thatthese are implemented.
Formandskabet for bestyrelsen varetages af formanden for Banken eller ved dennes forfald en afnæstformændene.
The Presidentor in his absence one of the Vice-Presidents chairs meetings of the Boardof Directors.
Direktionsmedlemmerne er udelukkende ansvarlige overfor Banken. De udnævnes af styrelsesrådet på forslag fra bestyrelsen for et tidsrum af seks år.
The members of the Management Committee are responsible solely to the Bank; they are appointed by the Board of Governors, on a proposal from the Board of Directors, for aperiod of six years.
Bestyrelsenpåser, at Banken ledes ioverensstemmelse med traktaten ogvedtægterne såvel som med styrelses-rådets generelle retningslinier.
The Board of Directorsensures that the Bank is managed in keeping with theprovisions of the Treaty and the Statuteand with the general directives laiddown by the Governors.
Denhar enebeføjelse til at træffe beslutning om ydelse af lån og garantiersamt om optagelse af lån.
It has solepower to take decisions in respect ofloans, guarantees and borrowings.
Medlemmerne udpeges af medlemsstaterne ogudnævnes af styrelsesrådet for et tidsrum af fem år, der kan fornys, og de erudelukkende ansvarlige over for Banken.
Itsmembers are appointed by the Governors for a (renewable) period offive years following nomination by the Member States and are responsible solely to the Bank.
Bestyrelsen består af 25 medlemmer og 13 suppleanter, hvoraf henholdsvis 24 og 12udpeges af medlems-
The Board of Directorsconsists of 25 Directors and 13 Alternates, of whom 24 and 12 respectively are nominated by the Member States; one Director and one
Bestyrelsen side
The Board of Directors page
Formand for Banken ogbestyrelsesformand
President of the Bank and Chairman of its Board of Directors
Bankens kollegialeledelse og medlemmernestilsynsområder
The Collegeof the Management Committee Membersand their supervisoryresponsibilities
-Forbindelserne med Europa-Parlamentet- Institutionelle anliggender-Finanskontrol-Menneskelige ressourcer-Budget-Formand for EIF’s tilsynsråd-Repræsentantskabsmedlem i EBGU
-Relations with European Parliament - Institutional matters-Financial control-Human resources-Budget-Chairman of EIF Board of Directors - Governor of EBRD
-Finansieringsvirksomhedeni Tyskland samt i ansøgerlandene i Centraleuropa-Information og kommuni-kation-Repræsentantskabssuppleanti EBGU
-Financing operations in Germany and in Centraland Eastern European Accession Countries-Information and communications policy-Vice-Governor of EBRD
-Finansieringsvirksomhedeni Italien, Grækenland,Cypern og Malta-Kreditrisiko og administration af finansieringerne-Regnskaber og tilsyn medden finansielle risiko-Bestyrelsesmedlem i EIF-Fremme af mindre ogmellemstore virksomheder
-Financing operations in Italy, Greece, Cyprus and Malta - Credit risk and loan portfolio monitoring-Accountancy and controlof financial risks-Member of EIF Board of Directors - Policies in support of SMEs
-Finansieringsvirksomheden i Østrig, Sverige, Finland,Island, Norge, Slovenien,Tyrkiet og Balkanlandene;forbindelserne med Schweiz-Økonomiske og finansielleundersøgelser-Transeuropæiske net-Forbindelserne med NIB
-Financing operations in Austria, Sweden, Finland,Iceland, Norway, Slovenia,Turkey and the Balkans;relations with Switzerland-Economic and financial studies - Trans-European Networks-Liaison with NIB
-Finansieringsvirksomhedeni Danmark, Irland og AVS-landene-Projektevaluering og efterfølgende evaluering af for-retningerne-Regionudvikling-Forbindelserne med AfDB
-Financing operations in Ireland, Denmark and ACPStates-Project appraisals and ex post evaluations-Regional development-Liaison with AfDB
-Finansieringsvirksomhedeni Det Forenede Kongerigeog Sydafrika-Miljøbeskyttelse-Forbindelserne med ikkestatslige organisationer;åbenhed og transparens-Intern og ekstern revisionsamt forbindelserne medrevisionsudvalget-Forbindelserne med Revisionsretten
-Financing operations in United Kingdom and South Africa-Environmental protection -Relations with NGOs,openness and transpar-ency-Internal and externalaudit and relations with Audit Committee-Relations with Court of Auditors
-Finansieringsvirksomhedeni Spanien, Portugal,Belgien, Nederlandene,Luxembourg, Asien og Latinamerika - Strukturerede finansieringer og nye udlånsformer-Juridiske anliggender(operationelle aspekter)-Forbindelserne med IADBog AsDB med vedtægterne, og om dens bøger errigtigt ført.
-Financing operations in Spain, Portugal, Belgium,the Netherlands,Luxembourg, Asia and Latin America-Structured finance andnew lending instruments-Legal affairs (operationalaspects)-Liaison with IADB and AsDB have been conducted in compliance withthe procedures laid down in its Statute andits books kept in a proper manner.
Styrelsesrådet tager revisionsudvalgets beretningog konklusioner tilefterretning tilligemed dets erklæring,inden det godkender årsberetningen somudfærdiget af bestyrelsen.
The Governors take note of the report of the Audit Committee and its conclusions, andof the Statement by the Audit Committee,before approving the Annual Report of the Board of Directors.
Revisionsudvalgetbestår af tre medlemmer, udnævnt af styrelsesrådet for et tidsrum af tre år, der kan fornys.
The three members of the Audit Committee are appointed by the Board of Governors for a renewable mandate ofthree years.
I 1996 blevrevisionsudvalget udvidet med en observa-tør, som udnævnes hvert årfor et tidsrumaf et år.
Since 1996, the Committee hasalso included an observer, appointed annually for a mandate of one year.
Revisionsudvalget er et uafhængigtorgan, der rapporterer direkte til styrel-sesrådet.Det efterprøver, at Bankens forretninger er udført i overensstemmelse
An independent body answerable directly to the Board of Governors, the Audit Committeeverifies that the operations of the Bank
Personlig udvikling ajourføres løbende og kan ses på EIB’shjemmeside, www.eib.org.
At end-2000,the EIB’s total staff complement numbered 1033, an increase of 2.18% onthe preceding year.
Ultimo 2000havde Banken 1 033 ansatte, hvilket eren stigning på 2,18% i forhold til åretfør.
This chart is alsoregularly updated on the Bank’s website(www.eib.org).
Oprettelsen af EIB-Gruppen førte tiludstationering og udveksling af personale mellem EIB og EIF med henblik påopnåelse af den bedst mulige operationelle og administrative synergi.
The creation of the EIB Group gave riseto a number of staff secondments andexchanges between the EIB and the EIFwith a view to obtaining optimuminterplay and cooperation at operational and administrative level.
Blandt hovedmålene for forvaltningenaf Bankens menneskelige ressourcer kannævnes dels fastholdelse af personaletskvalifikationer og faglige kompetencepå et højt niveau med sigte på de nuvæ-rende og kommende udfordringer, delsskabelse af muligheder for en fagligudvikling.
Maintaining staff qualifications and jobrelated skills at a high level, therebyequipping the staff to master the Bank’scurrent and future requirements, aswell as offering scope for professionaldevelopment are leading priorities forthe EIB’s human resource managementstrategy.
I 2001 vil budgetterne foroperationel uddannelse blive overførttil direktoraterne, der i samarbejde meddet ledende personale agter at udarbejde og gennemføre uddannelsesplanermed hovedafdelingen for menneskeligeressourcer som koordinator.
In 2001, responsibility for operational training budgets will pass to theindividual directorates, which will inturn be involving their senior managersclosely in implementing training programmes in liaison with the Human Resources department acting as facilitator.
ger og forventninger
Staff Attitude Survey
Det integrerede system for strategiskinformation (ISIS) er imidlertid langtmere end blot et IT-projekt, idet dettager udgangspunkt i behovene i forbindelse med Bankens aktivitet ogsigter mod at ændre de organisatoriskerammer.
In July 2000, the Management Committee decided to act on the resultsof the Medium-Term Information Systems Review (MTISR) by approving alarge-scale multiannual programme torenew and replace the majority of the Bank’s existing IT applications andinfrastructure.
De mulige fordele er omfattende og ventes at få stor virkning på Bankens struktur og arbejdsmetoder.
In 2000, the College of Staff Representatives continued the discussions embarked upon the year beforewith the Bank’s management on modernisation of personnel policy andworking conditions.
Personalerepræsentanterne fortsatte i2000 de igangværende drøftelser med Bankens ledelse om moderniseringen afpersonalepolitikken og arbejdsvilkåre-ne.
However, the Integrated Strategic Information System (ISIS) is much morethan an IT project: driven by businessrequirements, it represents an initiativefor organisational change.
Der blev opnået enighed med Bankens administration om oprettelseaf et nyt appelsystem, ligesom personalerepræsentanterne fortsatte forhandlingerne med hovedafdelingen for menneskelige ressourcer om revisionen afpersonalereglementet.
The potential benefits are far-reaching and arelikely to have a considerable impact onthe Bank’s structure and working methods.
Med henblik på en bedre vurdering afvirkningerne af den hurtige udviklingpå arbejdspladsen har direktionenanmodet en specialist om at foretage enmeningsundersøgelse blandt Bankenspersonale. Personalet gav nok udtrykfor stor faglig tilfredshed, men påpege-de ligeledes områder, hvor der er behovfor forbedring.
To gain a clearer understanding of theimpact of the rapid pace of change inthe working environment, the Management Committee commissioneda consultancy firm to conduct an opinion poll amongst the Bank’s staff.Although the staff expressed a strongsense of professional achievement, thesurvey also brought to light areas whereimprovements were advocated.
Derfor er bedømmelsenog alle dermed forbundne aspekter –såsom præstationer, uddannelse ogudvikling – og forfremmelser de vigtigste arbejdsområder, som formanden iøvrigt selv viser stor interesse for.
Theappraisal exercise, in particular, and allrelated aspects such as performance,training, staff development and promotions are key issues which have attracted very strong interest from the President.
Det paritetiske udvalg for ligestilling afmænd og kvinder (COPEC) fører tilsynmed udmøntningen af ligestillingspolitikken for så vidt angår karrieremuligheder, uddannelse og sociale infrastrukturer.
The Joint Committee on Equal Opportunities (COPEC) oversees implementation of the policy on equal opportunities in terms of career development,training and social welfare infrastructure.
COPEC tog især initiativet tiliværksættelsen af et program for operationelle assistenter, der åbner nye karrieremuligheder for det administrativepersonale.
At the EIB, the COPEC has, in particular, been the driving force behindthe launch of a programme for operational assistants, which will open upnew career prospects for support staff.
I 2000 fortsatte Banken sin aktive politikfor prospektering af ansøgere udefra,samtidig med at den udnyttede deinterne muligheder.
In 2000, the Bank pressed ahead with itsactive policy of seeking out high-qualityexternal candidates, whilst simultaneously developing the potential ofexisting staff.
Under et var ansættelserne også i 2000ligeligt fordelt på mænd og kvinder,medens en tredjedel af de nyansatte
For recruitment as a whole in 2000, the
Det side
Looking to respond to developments in page
Strukturerede finansieringer og partnerskabermedoffentlig og privat deltagelse
Structured Finance and PPPs
Almindelige anliggender Rémy JACOB (4312) udviklingsanliggender
Corporate Affairs Rémy JACOB (4312)