natgillin/translations-raw huggingface dataset:
Moreover, contingent liabilities in relation to other costs associated with a removal such as, for example the relocation of staff together with their families, actions to mitigate a potential loss of internal and UK-based external expertise, and consequent risk to business continuity, are yet to be determined. 
Tingimuslikke kulukohustusi, mis on seotud ameti leviimise muude kuludega (nagu ttajate ja nende perede mberkolimine, meetmed, et vhendada vimalikku ametisisese ja hendkuningriigi-phise vlise oskusteabe kaotust ja sellest tulenevat ohtu talitluspidevusele), ei ole veel kindlaks tehtud.
Furthermore, the AgencyŐs 2016 budget was financed 95 % by fees from pharmaceutical companies and 5 % from European Union funds. A future decrease of the AgencyŐs revenue resulting from the UKŐs decision to leave the EU is possible. 
Lisaks rahastati ameti 2016. aasta eelarvet 95% ulatuses teenustasudest, mida maksavad ravimitstusettevtjad, ning 5% ulatuses ELi vahenditest. hendkuningriigi otsus EList vlja astuda vib tulevikus ameti eelarvet vhendada.
COMMENTS ON THE RELIABILITY OF THE ACCOUNTS 19. 
KOMMENTAARID RAAMATUPIDAMISE AASTAARUANDE USALDUSVRSUSE KOHTA 19.
Since the introduction of a new IT accounting system in 2011, reporting on commitment workflow and consumption has not been sufficiently transparent. 
Alates uue raamatupidamisssteemi kasutuselevtust 2011. aastal ei ole aruandlus kulukohustuste tvoo ja kasutamise le olnud piisavalt lbipaistev.
Although the matter was repeatedly addressed to the Agency, no corrective action has been taken. 
Vaatamata sellele, et ametit teavitati probleemist korduvalt, ei ole ikka veel vetud parandusmeetmeid.
COMMENTS ON THE LEGALITY AND REGULARITY OF TRANSACTIONS 20. 
KOMMENTAARID TEHINGUTE SEADUSLIKKUSE JA KORREKTSUSE KOHTA 20.
The Agency concluded Corporate Rate Agreements for the provision of accommodation for experts with 25 hotels in London without using a competitive procurement procedure. 
Amet slmis ekspertide majutamiseks 25 Londoni hotellis rihingutele meldud hindadega lepingud ilma konkurentsiphist hankemenetlust kasutamata.
For six hotels, payments made in 2016 were above the Financial RegulationŐs threshold for which an open or restricted competitive procurement procedure is required. 
Kuue hotelli puhul letasid 2016. aastal tehtud maksed finantsmruse piirmra. Sellisel juhul oleks tulnud kasutada avatud vi piiratud konkurentsiphist hankemenetlust.
(1) Regulation (EU, Euratom) No 966/2012 of the European Parliament and of the Council (OJ L 298, 26.10.2012, p. 1). 
(1) Euroopa Parlamendi ja nukogu mrus (EL, Euratom) nr 966/2012 (ELT L 298, 26.10.2012, lk 1).
EN 6.12.2017 Official Journal of the European Union C 417/145 COMMENTS ON INTERNAL CONTROL 21. 
ET 6.12.2017 Euroopa Liidu Teataja C 417/145 KOMMENTAARID SISEKONTROLLIMEHHANISMIDE KOHTA 21.
In 2014 the Commission, on behalf of more than 50 EU institutions and bodies (including the Agency) signed a framework contract with one contractor for the acquisition of software, licences and the provision of related IT maintenance and consultancy. 
2014. aastal kirjutas komisjon enam kui 50 ELi institutsiooni ja organi (amet kaasa arvatud) nimel he tvtjaga alla raamlepingu tarkvara ja litsentside soetamiseks ning sellealaseks IT-hoolduseks ja nustamiseks.
The framework contractor acts as an intermediary between the Agency and suppliers that can address the AgencyŐs needs. 
Raamlepingu slminud tvtja tegutseb vahendajana asutuse ja selle vajaduste titmiseks sobivate tarnijate vahel.
In 2016, total payments to the framework contractor amounted to 8,9 million euro. 
Aastal 2016 moodustasid maksed raamlepingu slminud tvtjale 8,9 miljonit eurot.
The Agency did not systematically check prices and uplifts charged with the suppliersŐ quotes and invoices issued to the framework contractor. 
Amet ei kontrollinud sstemaatiliselt hindu ja suurendatud hindu ega vrrelnud neid tarnijate pakkumustega ja tvtjale esitatud arvetega.
COMMENTS ON SOUND FINANCIAL MANAGEMENT AND PERFORMANCE Human resources management 22. 
KOMMENTAARID USALDUSVRSE FINANTSJUHTIMISE JA TULEMUSLIKKUSE KOHTA Personalijuhtimine 22.
Since 2014 the Agency has undergone two major reorganisations including the internal reallocation of top and middle management positions. 
Alates 2014. aastast on ametis toimunud kaks suurt mberkorraldust, muu hulgas toimus krgema ja keskastme juhtide ametikohtade sisemine mberjagamine.
The reallocation of key staff in the area of IT and administration was not successful, causing material risk of instability to the Agency and its operations. 
IT ja halduse valdkondade phittajate mberpaigutamine ei olnud edukas ning seadis mrkimisvrsesse ohtu ameti ja selle tegevuse stabiilsuse.
Moreover, there is no system in place to analyse skills availability, identify gaps and to recruit and allocate appropriate staff. Consultancy 23. 
Lisaks puudub ssteem oskuste kttesaadavuse analsiks, lnkade tuvastamiseks ning vajalike ttajate vrbamiseks ja mramiseks.
In addition to the annual audit work carried out for all agencies, the Court did an analysis of the AgencyŐs use of consulting services in relation to two major projects. 
Lisaks kiki ameteid hlmavale audititle analsis kontrollikoda ametipoolset nustamisteenuste kasutamist seoses kahe suurprojektiga.
The Agency has been tasked by Parliament and Council with the implementation of the Regulations on pharmacovigilance (Regulation (EU) No 1027/2012 of the European Parliament and of the Council (1)) and clinical trials (Regulation (EU) No 536/2014 of the European Parliament and of the Council (2)) which necessitate the establishment of complex pan-EU network systems. 
Euroopa Parlament ja nukogu andsid ametile lesande rakendada ravimiohutuse jrelevalve mrust (Euroopa Parlamendi ja nukogu mrus (EL) nr 1027/2012 (1)) ja kliiniliste uuringute mrust (Euroopa Parlamendi ja nukogu mrus (EL) nr 536/2014 (2)), mis nuab kogu liitu hlmava keeruka vrgustiku rajamist.
This requires extensive technical IT development and participation, as well as input from multiple stakeholders, and in particular Member States. 
See nuab laiaulatuslikku tehnilist IT-arendust ja -osalust, mitmete sidusrhmade ning eelkige liikmesriikidepoolset panustamist.
These tasks were assigned to the Agency when it was expected to reduce staff in accordance with the Inter-Institutional Agreement on budgetary discipline adopted on 2 December 2013. 
Need lesanded mrati ametile siis, kui oodati, et amet vhendaks oma ttajate arvu vastavalt 2. detsembril 2013 slmitud institutsioonidevahelisele kokkuleppele eelarvedistsipliini kohta.
There was no increase in the AgencyŐs staff establishment plan that would enable it to build up the necessary expertise in the areas of business and IT development. 
Ameti ametikohtade loetelus kohtade arvu aga ei suurendatud, mis oleks vimaldanud ametil suurendada vajalikku oskusteavet IT-arenduse ja ettevtluse vallas.
Extensive us of external consultants 26. 
Vliskonsultantide ulatuslik kasutamine 26.
Given that the Agency had just 13 staff employed in the I-Delivery Department, it engaged consulting companies in the areas of business analysis, information technology, project management and quality assurance. 
Arvestades asjaoluga, et ameti IT-osakonnas oli vaid 13 ttajat, kasutas amet ettevtluse analsi, infotehnoloogia, projektijuhtimise ja kvaliteedi tagamise valdkondades konsultatsioonifirmade abi.
In the second quarter of 2016 the Agency had 131 consultants on-site and an additional 60 consultants off-site. 
2016. aasta teises kvartalis oli ametil 131 kohapeal ttavat konsultanti ning lisaks 60 vljaspool ametit ttavat konsultanti.
The Agency therefore has been critically dependent on external expertise since the start of the projects, yet there is no policy in place to govern the use of consultants. 
Seega sltub amet projektide algusest peale mrkimisvrselt vlisekspertidest, samas aga puudub ametil poliitika konsultantide kasutamise reguleerimiseks.
For instance, the profiles the AgencyŐs own staff should occupy are not defined (Project Management, Business Analysis, Business Architects, Solution Architects, Data Architects, etc.). 
Niteks ei ole mratud profiilid, millele ameti ttajad peaksid vastama (projektijuhtimine, ettevtte anals, ettevtte arhitektid, lahenduste arhitektid, andmearhitektid jne).
Inadequate control over project development and implementation 28. 
Ebapiisav kontroll projekti arendamise ja rakendamise le 28.
When the Agency was entrusted with the new tasks in 2012 and 2014 it did not have an adequate methodology in place to manage projects of such scale. 
Ametile usaldati 2012. ja 2014. aastal uued lesanded, kuid ametil puudus asjakohane metoodika sellise ulatusega projektide haldamiseks.
A new methodology was introduced in 2014 which had to be considerably refined in September 2016. 
2014. aastal veti kasutusele uus metoodika, mida tuli septembris 2016. mrgatavalt parandada.
Such practice not only impairs managementŐs ability to supervise and monitor project development and implementation but can also undermine projectsŐ coherence. 
Selline teguviis takistab juhatuse suutlikkust teha jrelevalvet projektide arendamise ja rakendamise le ning vib nrgendada projektide sidusust.
(1) OJ L 316, 14.11.2012, p. 38. 
(1) ELT L 316, 14.11.2012, lk 38.
(2) OJ L 158, 27.5.2014, p. 1. 
(2) ELT L 158, 27.5.2014, lk 1.
EN C 417/146 Official Journal of the European Union 6.12.2017 30. 
C 417/146 Euroopa Liidu Teataja 6.12.2017 30.
Until mid-2016 all external consultants were engaged on the basis of time and means contracts although project deliverables were clearly defined. 
Kuni 2016. aasta keskpaigani palgati kik vliskonsultandid aja ja vahendite suhtes tpsustatud lepingute alusel, kuigi projekti vljundid olid selgelt mratletud.
Also, a considerable part of the consulting engagements was carried out in another Member State since all London-based external resources had been exhausted. 
Lisaks toimus suur osa konsulteerimisega seotud tegevusest teistes liikmesriikides, sest kik Londoni-phised vlisressursid olid ra kasutatud.
This limited the AgencyŐs ability to monitor the implementation of the projects in a timely manner. 
See piiras ameti suutlikkust teha jrelevalvet projektide igeaegse rakendamise le.
Quality issues identified upon receipt of deliverables required rectification for which additional cost was charged to the Agency. 
Projekti vljundite vastuvtmisel tuvastatud kvaliteediprobleemid vajasid lahendamist ning sellega seotud lisakulud jid ameti kanda.
Delay and escalating cost 31. 
Viivitused ja suurenevad kulud 31.
The Agency has experienced delays and escalating costs in developing the systems. Frequent changes in project scope, budget and deadlines were due mainly to evolving system requirements taking into account changing needs of Member States (1). 
Sage projekti ulatuse, eelarve ja thtaegade muutmine oli peamiselt phjustatud muutuvatest ssteeminuetest, mis omakorda olid tingitud liikmesriikide muutunud vajadustest (1).
There is no certainty yet regarding final costs and go-live dates. 
Esialgu puudub kindlus lplike kulude ja kivituspeva suhtes.
See examples in the table below for two major projects: Initial date for GO-LIVE Current planned date for GO-LIVE Initial Budget Q3 2015 Q4 2017 3,7 million Q1 2017 Q3 2018 6,1 million Eudravigilance Database Adverse Drug Reactions Clinical Trials & EU Database OTHER COMMENTS Budget as at 31 October 2016 14,3 million 24,3 million 32. 
Tabelis on esitatud nited kahe suurprojekti kohta: Esialgne kivituskuupev Praegune kavandatud kivituskuupev Esialgne eelarve 3. kvartal, 2015 4. kvartal, 2017 3,7 miljonit eurot 1. kvartal, 2017 3. kvartal, 2018 6,1 miljonit eurot Andmebaas Eudravigi-lance, ravimite krval-toimed Kliinilised uuringud ja ELi andmebaas MUUD KOMMENTAARID Eelarve seisuga 31. oktoober 2016 14,3 miljonit eurot 24,3 miljonit eurot 32.
The founding Regulation requires an external evaluation of the Agency and its operations by the Commission every 10 years. 
Ameti asutamismruses nutakse ameti ja selle tegevuse vlishindamist komisjoni poolt iga kmne aasta tagant.
Such a long time span does not ensure timely performance feedback to stakeholders. FOLLOW-UP OF PREVIOUS YEARSŐ COMMENTS 33. 
Nii pikk ajavahemik ei taga seda, et sidusrhmad saavad igel ajal tagasisidet tulemuslikkuse kohta.
An overview of the corrective action taken in response to the CourtŐs comments from previous years is provided in the Annex. 
EELMISTE AASTATE KOMMENTAARIDE PÍHJAL VÍETUD MEETMED 33. levaade kontrollikoja eelmiste aastate kommentaaride phjal vetud parandusmeetmetest on esitatud lisas.
For the Court of Auditors Klaus-Heiner LEHNE President (1) Telematics governance bodies where Member States are represented to elaborate and endorse requirements of future IT systems. 
Kontrollikoja nimel president Klaus-Heiner LEHNE (1) Telemaatilised juhtorganid, kus liikmesriigid on esindatud, et koostada ja kinnitada tulevaste IT-ssteemide nuded. ET
6.12.2017 Official Journal of the European Union C 417/147 EN ANNEX Follow-up of previous yearsŐ comments Court's comments The AgencyŐs fee regulation provides due dates for the collection of fees from applicants and the AgencyŐs related payments to National Competent Authorities (1). 
6.12.2017 Euroopa Liidu Teataja C 417/147 ET LISA Eelmiste aastate kommentaaride phjal vetud meetmed Kontrollikoja kommentaarid Ameti livude mruses stestatakse taotlejatelt livude kogumise ja ameti poolt riiklikele pdevatele asutustele vastavate maksete tegemise thtajad (1).
In 2014, the Agency carried out an administrative procedure against its information, communication and technology (ICT) manager. 
2014. aastal viis amet lbi haldusmenetluse oma info-ja kommunikatsioonitehnoloogia (IKT) juhi vastu.
One of the AgencyŐs tasks is to distribute appropriate pharmacovigilance information to Member States and to the general public. 
Ameti lesannete hulka kuulub asjakohase ravimiohutusteabe levitamine liikmesriikidele ja ldsusele.
However, the Agency is largely dependent on controls and inspections carried out by Member StatesŐ authorities. 
Amet on siiski suurel mral sltuv liikmesriikide ametiasutuste tehtavatest kontrollidest.
Year 2014 2014 2014 Status of corrective action (Completed / Ongoing / Outstanding / N/ A) Ongoing (fee collection) Completed (payments to NCAs) Ongoing Ongoing (1) AgencyŐs fee regulation, Articles 10(1) and 11(1). 
Aasta 2014 2014 2014 Ameti livude mruse artikli 10 lige 1 ja artikli 11 lige 1. Parandusmeetmete vtmise seis (lpetatud / pooleli / alustamata / ei kohaldata) Pooleli (livude kogumine) Lpetatud (maksed riiklikele pdevatele asutustele) Pooleli Pooleli (1)
EN C 417/148 Official Journal of the European Union 6.12.2017 THE AGENCYŐS REPLY 19. 
ET C 417/148 Euroopa Liidu Teataja 6.12.2017 AMETI VASTUS 19.
The Agency takes note of the CourtŐs comments. Following the referendum, the Agency has set up a dedicated task force to assess the impact and to prepare the Agency for relocation. 
Amet moodustas rahvahletuse jrel spetsiaalse rakkerhma, kes hindab hletuse mju ja valmistab ette ameti kolimist.
The task force and sub-groups focus on different aspects of the impact and relocation: scientific procedures and work of scientific committees; procurements; impact on IT systems; impact on human and financial resources; staff relocation support; move; business continuity arrangements. 
Rakkerhm ja selle alarhmad keskenduvad mju ja kolimise eri aspektidele: teaduslikud menetlused ja teaduskomiteede t, hanked, mju IT-ssteemidele, mju personalile ja rahalistele vahenditele, personali kolimise toetus, kolimine, talitluspidevuse tagamise kord.
The challenge for robust budgetary forecasting remains the high level of unknown factors, e.g. location of new seat and associated operating cost environment; conditions offered by new host; level of infrastructure investment needed to enable the Agency to operate effectively; staff loss as a consequence of relocation. 
Eelarve usaldusvrne prognoosimine on keeruline ebamraste tegurite tttu, nagu uus asukoht ja seonduvad tegevuskulud, uue asukohariigi pakutavad tingimused, ameti tulemuslikuks tks vajalike taristuinvesteeringute maht, ttajate lahkumine kolimise tttu.
It is important to recognise that only once the seat agreement is concluded can detailed financial implications be properly assessed. 
On oluline mista, et finantsmju saab nuetekohaselt hinnata alles siis, kui asukohaleping on slmitud.
The IT accounting system has a solid and reliable commitment workflow process that provides assurance as to the legality and regularity of the individual transactions underlying the accounts and the Agency monitors budget consumption via a robust budget monitoring process. 
IT-raamatupidamisssteemi kindel ja usaldusvrne tprotsess tagab raamatupidamise aastaaruande aluseks olevate tehingute seaduslikkuse ja korrektsuse ning amet kontrollib eelarve titmist usaldusvrse eelarve jrelevalve protsessi kaudu.
However, the complexity of the system and the significant number of transactions processed every year renders the set-up of a fully transparent reporting system adequate to the ECA needs expensive and complicated. 
Kontrollikoja vajadustele vastava tielikult lbipaistva aruandlusssteemi loomine on ssteemi keerukuse ja igal aastal tdeldavate tehingute suure arvu tttu paraku kulukas ja keeruline.
The Agency effort will continue in 2017, although it must be noted that the same team will also be engaged in Brexit preparedness activities. 
Amet jtkab jupingutusi 2017. aastal, kuid sama meeskond on hivatud ka Brexiti ettevalmistustega.
The Agency notes the finding of the Court and, as discussed with the auditors, will identify and implement a solution for hotel bookings during 2017-2018. 
Amet vtab kontrollikoja mrkused teadmiseks ning ttab aastatel 2017-2018 vlja ja rakendab hotellibronee-ringute lahenduse, nagu audiitoritega arutati.
The Agency wants to highlight that the procedure subject to ECAŐs comment was put in place in order to minimise the administrative and financial burden of the AgencyŐs delegates, simplify the organisation and guarantee an efficient running of their meetings. 
Amet soovib rhutada, et kontrollikoja kommenteeritud menetlus loodi selleks, et vhendada ameti esindajate haldus-ja finantskoormust, lihtsustada kohtumiste korraldamist ning tagada nende thus toimimine.
The rules regarding delegate reimbursements apply hotel cost ceilings approved by the Management Board and are in line with the European Commission. 
Esindajatele hvitiste maksmise eeskirjades on ette nhtud hotellikulude lempiirid, mille on kinnitanud haldusnukogu ja mis on koosklas Euroopa Komisjoni nuetega.
A procurement to address this matter is being prepared. 
Vastavasisuline hange on praegu ettevalmistamisel.
In line with ECAŐs view on the matter of introducing a systematic check, the Agency will introduce systematic checks for every quotation above EUR 135 000 from 1 January 2018. 
Koosklas kontrollikoja seisukohaga sstemaatilise kontrolli sisseseadmise kohta kehtestab amet alates 1. jaanuarist 2018 kigi 135 000 eurot letavate tehingute sstemaatilise kontrolli.
In 2014 the Agency had to restructure its IT Division due to some exceptional circumstances. 
2014. aastal pidi amet erakorraliste asjaolude tttu oma IT-sektori mber korraldama.
After the reorganisation, the productivity was significantly recovered and enhanced. 
Prast seda suurenes sektori tulemuslikkus mrkimisvrselt.
Organisational changes took place in the administration division, following retirement and departure of senior staff, with the objective to streamline the reporting chain, the specialisation and the efficiency of the various departments and services involved, and to align the organisation to the requirements of the financial regulation on programming. 
Haldusektoris tehti organisatsioonilised muudatused prast krgema astme ttajate pensionile jmist ja tlt lahkumist, et htlustada aruandlusahelat, ameti eri osakondade ja talituste spetsialiseerumist ja suurendada nende thusust ning viia organisatsioon vastavusse finantsmruse programmit nuetega.
The Agency considers that no instability was suffered by the Agency due to organisational changes. 
Amet leiab, et ameti t ei ole organisatsiooniliste muudatuste tttu kannatanud.
The HR Strategy of 2017 to 2020 sets out objectives for a more structured and systematic approach in relation to skills assessment, including the introduction of a tool to improve the efficiency in skills and competency mapping for gap-analysis and as a support for its recruitment activities. 
Personalistrateegias (2017Đ2020) on stestatud eesmrk vtta kasutusele oskuste hindamise struktureeritum ja ssteemsem lhenemisviis, sealhulgas erivahend, mis parandab lnkade analsi raames oskuste ja pdevuste kaardistamise thusust ning toetab vrbamistegevust.
The implementation for the first phase is underway. 
Praegu toimub selle esimese etapi rakendamine.
The Agency takes the note of the comment. 
Amet vtab kommentaari teadmiseks.
The Agency wishes to reiterate that, although EMA does not have a documented policy governing the use of consultants, in IT the practice since 2016 has been to employ staff for sensitive profiles (e.g. project manager) or to use consultants for such profiles when they are closely supervised by senior staff of the same profile. 
Amet soovib veel kord rhutada, et kuigi EMA-l ei ole konsultantide kasutamise dokumenteeritud tegevusphimtteid, on IT-sektoris alates 2016. aastast tava palgata tundlikele ametikohtadele (nt projektijuht) ttajaid vi kasutada nendel ametikohtadel konsultante tingimusel, et nende td kontrollivad hoolikalt sama valdkonna krgema astme ttajad.
The EMA will document this policy. 
EMA dokumenteerib need tegevusphimtted.
Project management methodologies were in place from the initiation of all projects but significant new tasks were assigned to the Agency without a corresponding increase in resources that would have allowed the building-up of the necessary know-how and capacity in the areas of IT and business development. 
Projektijuhtimise meetodid olid kindlaks mratud kigi projektide algusetapis, ent ametile anti mrkimisvrsed uued lesanded, ilma et vahendeid oleks suurendatud; suuremad vahendid oleksid vimaldanud luua vajalikku oskusteavet ja vimekust IT-ja ameti arendamise valdkonnas.
During the period since these projects were launched the Agency has undertaken a fundamental review and reorganisation of both IT governance and project management methodology. 
Nende projektide kivitamisest alates on amet vaadanud phjalikult lbi nii IT-juhtimise kui ka projektijuhtimise meetodid ja need mber korraldanud.
The Agency has now worked under the gated methodology for more than three years and continuously improves it. 
Amet kasutab oma ts juba rohkem kui kolm aastat etapimeetodit ning tiustab seda pidevalt.
EN 6.12.2017 Official Journal of the European Union C 417/149 31. 
ET 6.12.2017 Euroopa Liidu Teataja C 417/149 31.
The changes in planned activities were always the subject of detailed internal discussions and agreement at established governance bodies such as the EU Portal and Database Project Board and Clinical Trials Programme Board. 
Kavandatud tegevustes tehti pidevalt muudatusi prast ksikasjalikke sisearutelusid ja koosklastamist selliste juhtorganitega nagu ELi portaali ja andmebaasi projekti nukogu ja kliiniliste uuringute programmi nukogu.
Furthermore, a regular programme and project reporting was in place allowing oversight of proposed changes in approach. 
Lisaks toimus tavaprane programmide ja projektide aruandlus, mis vimaldas teha jrelevalvet lhenemisviisi kavandatud muudatuste le.
In a number of cases the Executive Board made agreements in principle, before the individual boards could then process the agreed steps. 
Mitmel juhul andis juhatus phimttelise nusoleku, enne kui konkreetsed nukogud said kokkulepitud ksimustes tle hakata.