natgillin/translations-raw huggingface dataset:
ThehumanresourcesmodulesoftheISISwereimple­ mented in stages. For each release, user acceptance testing was performed and user acceptance statements were signed off before moving to production. 
Pri vsaki sprostitvi se je pred prehodom v produ­ kcijo preverilo, ali sistem izpolnjuje zahteve uporabnikov, in podpisalo izjavo o tem.
On a sample basis the Court tested the existence and documentation of the test cases related to the releases. 
Sodišče je na podlagi vzorca preizkusilo obstoj in dokumentacijo testnih primerov v zvezi s sprostitvami.
In two test cases examined, the only available documentation was the user manual for the process implemented. 
Pri dveh pregledanih testnih primerih je bil od dokumentacije na voljo le uporabniški priročnik za izvedeni proces.
EN C 31/8 Official Journal of the European Union 29.1.2011 48. 
SL C 31/8 Uradni list Evropske unije 29.1.2011 48.
Before the ISIS system went live, a pre-production security assessment had been performed which included the identification of IT risks and action plans/controls to manage these risks. 
Pred začetkom uporabe sistema ISIS je bila izvedena predprodukcijska ocena varnosti, ki je zajemala ugotovitev informacijskih tveganj in akcijske načrte/kontrole za obvlado­ vanje teh tveganj.
However, there were several criteria in the pre-production security assessment before the ISIS release which had not been met. 
Vendar je bilo v predprodukcijski oceni varnosti pred sprostitvijo ISIS več meril, ki niso bila izpolnjena.
The owner, in this case the DG-H, accepted the residual risks. 
Lastnik, v tem primeru DG-H, je sprejel preostala tveganja.
The Court considers that two of those risks are potentially high and should have been addressed so as to ensure confidentiality, integrity of data and availability of the information assets. 
Sodišče meni, da bi lahko bilo dvoje teh tveganj velikih in bi jih bilo treba obravnavati, da se zagotovijo zaupnost, celovitost podatkov in razpoložljivost informacijskih virov.
Currently, new staff are trained on the use of the systems by their colleagues (e.g. job shadowing). 
Nove uslužbence zdaj sisteme učijo uporabljati sodelavci (npr. spremljanje poteka dela – job shado­ wing).
Training sessions are organised for certain groups of users, for example management assistants and external staff. 
Usposabljanje je organizirano za nekatere skupine uporabnikov, na primer asistente vodstva in zunanje uslu­ žbence.
An ISIS newsletter is published on a monthly basis; handbooks and demonstrations are in place and available on the ECB’s intranet. 
Mesečno je objavljeno glasilo ISIS, priročniki in pred­ stavitve so pripravljeni in na voljo na notranjih spletnih straneh ECB.
The ISIS implementation project has not yet been completed, so the post-implementation review to verify that the system has been properly designed and developed and proper controls have been built into the system is not yet applicable. 
Projekt začetka izvajanja ISIS še ni končan, zato še ni čas za pregled po izvedbi, da se preveri, ali je sistem pravilno zasnovan in razvit ter ali so bile vanj vgrajene ustrezne kontrole.
For specified standard changes in the ISIS system a fast track change management was introduced. 
Za določene standardne spremembe sistema ISIS je bilo uvedeno hitro upravljanje sprememb.
During the audit three operating procedures related to this fast track change management were examined. 
Pri reviziji so bili pregledani trije operativni postopki, povezani s tem hitrim upra­ vljanjem sprememb.
All three documents were draft versions. 
Vsi trije dokumenti so bili osnutki.
No information could be obtained as to who will provide the approval of those procedures and when it would be done. 
Ni bilo mogoče pridobiti nobenih informacij o tem, kdo bo odobril te postopke in kdaj.
The management of human resources data 52. 
Upravljanje podatkov o človeških virih 52.
Personaldatashouldbeprocessedincompliancewith the laws and regulations on data protection rules. 
Osebnepodatkebibilotrebaobdelativskladuzzakoni in predpisi o varstvu podatkov.
Appropriate access to different levels of data should be granted to staff on a need-to-know basis. 
Uslužbencem bi bilo treba omogočiti ustrezen dostop do različnih ravni podatkov glede na potrebo po seznanitvi s temi podatki.
If an employee with access to the human resources information system leaves the department, then that individual’s access should be terminated. 
Če uslužbenec, ki ima dostop do informacijskega sistema za človeške vire, zapusti oddelek, bi bilo treba njegov dostop preklicati.
TheECBhasanotificationprocedureinplacewhich requires the relevant controller to notify the Data Protection Officer (DPO), using the online interface accessible through the DPO website on the ECB’s intranet, before introducing new processing operations relating to personal data. 
ECB ima vzpostavljen postopek obveščanja, v katerem mora zadevni upravljavec pred uvedbo novih postopkov obde­ lave osebnih podatkov obvestiti pooblaščenca za varstvo poda­ tkov prek spletnega vmesnika, dostopnega na njegovi strani na notranjih spletnih straneh ECB.
Personal data on members of staff are processed inter alia in the human resources modules of ISIS. 
Osebni podatki uslužbencev se med drugim obdelujejo v modulih za človeške vire v sistemu ISIS.
The notification to the Data Protection Officer was sent in September 2008 although the ISIS system has been in production since January 2008. 
Obvestilo pooblaščencu za varstvo podatkov je bilo poslano septembra 2008, čeprav sistem ISIS deluje od januarja 2008.
Every staff member has been assigned specific roles in the human resources module of the ISIS system. 
V modulu za človeške vire v sistemu ISIS ima vsak uslu­ žbenec določene posebne vloge.
The senior human resources expert on the ISIS programme has been given authority to approve the role profiles. 
Višji strokovnjak za človeške vire v programu ISIS ima pooblastila za odobritev profilov teh vlog.
In three cases ‘read human resources’ roles were assigned to external staff (agency staff and consultant) and in another three cases to short-term staff. 
V treh primerih so vlogo „beri človeške vire“ (read human resources) imeli zunanji uslužbenci (uslužbenci, zaposleni prek agencij za zaposlovanje, in svetovalec), v še treh primerih pa zaposleni s kratkoročnimi pogodbami.
Even though these six staff members form an integral part of the various human resources teams, granting access to external and short-term staff increases the risk of not maintaining the confidentiality of sensitive personal data. 
Čeprav teh šest uslužbencev dela v različnih ekipah za človeške vire, odobritev dostopa zunanjim uslužbencem in uslužbencem s kratkoročnimi pogodbami povečuje tveganje, da občutljivi osebni podatki ne bodo ostali zaupni.
In four cases staff that left the ECB still had their assigned access rights in ISIS. 
V štirih primerih so imeli uslužbenci, ki so odšli z ECB, še vedno dodeljene pravice do dostopa v ISIS.
Information needs Management information 56. 
Potrebe po informacijah Upravljavske informacije 56.
‘Staff is the capital of the institution and people management will remain a key preoccupation of the Executive Board’ (1). 
Uslužbencisokapitalinstitucijeinupravljanječloveških virov bo ostalo glavna skrb Izvršilnega odbora (1).
Human resources information systems should be a reliable tool to generate reports to assist management in strategic and tactical planning, as well as operational decision-making. 
Informacijski sistemi za človeške vire bi morali biti zanesljivo orodje za pripravo poročil, ki pomagajo vodstvu pri strateškem in taktičnem načrtovanju ter operativnem odločanju.
Reporting on human resources management issues should be done in a regular and timely manner. 
Poročanje o zadevah, povezanih z upravljanjem človeških virov, bi bilo treba opraviti redno in pravočasno.
The information reported should be comprehensive and accurate. 
Sporočene informacije bi morale biti izčrpne in točne.
The introduction of ISIS has significantly improved information flow at the ECB, as both management and staff can consult human resources data in one system at all times. 
UvedbasistemaISISjemočnoizboljšalapretokinfor­ macij v ECB, saj si lahko vodstvo in uslužbenci kadar koli ogledajo podatke o človeških virih v istem sistemu.
This is an improvement which resolves the weaknesses identified by the Court in its 2004 audit in the manual vali­ dation of human resources data. 
Ta izbolj­ šava odpravlja slabosti z ročnim potrjevanjem podatkov o človeških virih, ki jih je Sodišče ugotovilo pri reviziji za leto 2004.
Inaccordancewiththedecentralisedhumanresources management set-up at the ECB, it is mainly the Business Area managers’ responsibility to monitor human resources related issues in their Business Area. 
V skladu z decentraliziranim upravljanjem človeških virov, ki se uporablja v ECB, so za nadzorovanje zadev, pove­ zanih s človeškimi viri na posameznem poslovnem področju, odgovorni predvsem vodstveni kadri za to poslovno področje.
Judging by the feedback obtained from the representatives of the Business Areas, there is sufficient information available for the ongoing management of human resources and the data from ISIS are of an adequate quality. 
Sodeč po povratnih informacijah od predstavnikov poslovnih področij je na voljo dovolj informacij za tekoče upravljanje človeških virov, podatki iz sistema ISIS pa so ustrezne kako­ vosti.
However, recruitments and decentralised training are still managed outside the ISIS system. 
Vendar se zaposlovanje in decentralizirano usposabljanje še vedno ne upravljata prek sistema ISIS.
Standard reports are also available in ISIS. 
V njem so na voljo tudi standardna poročila.
In addition, business intelligence reports make it possible to create reports on business processes and their results and analyse and interpret data. 
Poleg tega poročila s poslovnimi infor­ macijami omogočajo pripravo poročil o poslovnih procesih in njihovih rezultatih ter analizo in razlago informacij.
(1) President’s 2008 Letter. 
(1) Pismo predsednika iz leta 2008.
The system of formal reporting to the Executive Board on human resources management issues has not changed since the Court’s 2004 audit. 
Sistem formalnega poročanja Izvršilnemu odboru o zadevah, povezanih z upravljanjem človeških virov, se od revi­ zije Sodišča za leto 2004 ni spremenil.
An extensive annual report on recruitment and staff mobility is submitted to the Executive Board and senior management (even though recruitment numbers have decreased significantly) while the implementation of other policies is not followed up to the same extent by formal reporting. 
Izvršilnemu odboru in višjemu vodstvu se predloži obširno poročilo o zaposlovanju in mobilnosti osebja (čeprav se je število novozaposlenih močno zmanjšalo), izvajanja drugih politik pa se s formalnim poroča­ njem ne spremlja v tolikšnem obsegu.
ApresentationonthetopicofsickleaveattheECBwas made to senior management in April 2008 (concerning 2006 and 2007 years) while a presentation on sick leave has been held internally in DG-H for 2008. 
Aprila 2008 je bila za višje vodstvo opravljena predsta­ vitev teme bolniškega dopusta v ECB (za leti 2006 in 2007), v DG-H pa je bila izvedena notranja predstavitev iste teme za leto 2008.
The staff’s sick leave increased during the years 2006 to 2008. 
Količina bolniškega dopusta uslužbencev se je od leta 2006 do 2008 povečala.
Some key devel­ opments from 2007 to 2008 included an increase by 13,3 % in the total work days lost due to sick leave and an increase of 37 % of days lost due to long-term sick leave. 
Nekatere ključne spremembe od leta 2007 do 2008 so zajemale povečanje celotnega števila delovnih dni, izgubljenih zaradi bolniških dopustov, za 13,3% in povečanje števila dni, izgubljenih zaradi dolgotrajnih bolniških dopustov, za 37 %.
In 2009 the total number of work days lost due to sick leave decreased by 9,9 % and the number of work days lost due to long-term sick leave decreased by 42,3 %. 
Leta 2009 se je skupno število delovnih dni, izgubljenih zaradi bolniških dopustov, zmanjšalo za 9,9%, skupno število delovnih dni, izgubljenih zaradi dolgotrajnih bolniških dopustov, pa za 42,3 %.
No formal reporting on sick leave statistics has been submitted to the Executive Board. 
Izvršilnemu odboru ni bilo formalno predloženo nobeno poročilo s statističnimi podatki o bolniških dopustih.
Inrecentyears,theECBhasimplementedpoliciesof strategic importance to the organisation, such as a policy on diversity and a series of measures to mitigate the ‘demographic challenge’. 
ECBjevzadnjihletihizvajalapolitike,kisozaorgani­ zacijo strateškega pomena, kot je politika o raznolikosti in niz ukrepov za blažitev „demografskega izziva“.
Although a follow-up report on the diversity in respect of the ECB’s staff was prepared and submitted to the Executive Board in 2007, there is no regular formal reporting to follow up on the implementation of these policies and the issues arising from them. 
Čeprav je bilo leta 2007 pripravljeno poročilo o raznolikosti v zvezi z uslužbenci ECB, ki je bilo predloženo Izvršilnemu odboru, ni rednega formalnega poročanja, s katerim bi spremljali izvajanje teh politik in zadeve, ki izhajajo iz njih.
Similarly, the majority of implemented DG-H policies are not formally or regularly reported to the Executive Board. 
Podobno se Izvršilnemu odboru ne poroča formalno ali redno o večini izvedenih politik DG-H.
Nevertheless, it was noted that a management committee was established to discuss, among others, human resources matters. 
Vendar je bilo opaženo, da je bil ustanovljen upravljavski odbor, ki med drugim razpravlja o kadrovskih zadevah.
General staff information 62. 
Splošne informacije o uslužbencih 62.
Availabilityandaccessibilityofinformationisimportant in order to ensure transparency and consistency in the rules applicable to staff. 
Razpoložljivost in dostopnost informacij sta pomembni za zagotavljanje preglednosti in doslednosti pravil za uslu­ žbence.
For this reason all relevant information on human resources rules and policies should be available and easily accessible to all ECB staff. 
Zato bi morale biti vse ustrezne informacije o kadrov­ skih pravilih in politikah na voljo in zlahka dostopne vsem uslužbencem ECB.
The main and most comprehensive source of information for staff is the ECB intranet. 
Glavni in najizčrpnejši vir informacij za uslužbence so notranje spletne strani ECB.
The intranet page ‘around my job’ contains all main staff rules, human resources policies and guidelines and links to background documentation. 
Notranja spletna stran „v zvezi s službo“ (around my job) vsebuje vsa glavna pravila za zaposlene, kadrovske politike in smernice ter povezave na osnovne doku­ mente.
Human resources news and updates are also published here. 
Na njej objavljajo tudi kadrovske novice in posodobitve.
DG-H also published operational guidelines on the intranet which further detail how the staff rules are interpreted and applied by DG-H. 
DG-H je na notranjih spletnih straneh tudi objavil opera­ tivne smernice, v katerih je še podrobneje navedeno, kako si DG-H razlaga in kako uporablja pravila za zaposlene.
This has been done in order to improve transparency throughout the organisation and to clarify the human resources processes. 
To je bilo storjeno zaradi izboljšanja preglednosti v celotni organizaciji in razjasnitve kadrovskih procesov.
The operational guidelines take the form of ‘information boxes’ in an annotated version of the staff rules. 
Operativne smernice so v obliki „podatkovnih polj“ v obrazloženi različici pravil za zapo­ slene.
ABusinessPracticeHandbook(BPH)enteredintoforce in 2007 which integrates a number of the organisational rules (administrative circulars) which are binding on staff of the ECB. 
Leta 2007 je začel veljati Priročnik o poslovnih praksah, v katerem so strnjena številna organizacijska pravila (upravne okrožnice), ki se jih morajo držati uslužbenci ECB.
Information related to ethical recommendations, conditions of employment, staff rules (such as rules for secondment, promotions, recruitment, etc.) have not yet been incorporated into a Staff Handbook complementing the BPH. 
V Priročnik za uslužbence, ki dopolnjuje Priročnik o poslovnih praksah, še niso bili vneseni etična priporočila, pogoji za zaposlitev in pravila za zaposlene (kot so pravila za začasno napotitev na drugo delovno mesto, napredovanja, zaposlovanje itd.).
The2008internalcustomersatisfactionsurveyshowed that respondents generally know where to find human resource-related information on the intranet and also that a majority found the human resources news on the intranet relevant and approximately 40 % found it clear and concise. 
Notranja anketa o zadovoljstvu strank iz leta 2008 je pokazala, da anketiranci na splošno vedo, kje na notranjih sple­ tnih straneh lahko najdejo kadrovske informacije, da se večini kadrovske novice na teh straneh zdijo relevantne, približno 40 % anketirancev pa tudi jasne in zgoščene.
CONCLUSIONS AND RECOMMENDATIONS Did the ECB establish comprehensive staff employment conditions and rules? 
ZAKLJUČKI IN PRIPOROČILA Ali je ECB določila podrobne pogoje in pravila za zaposlitev?
TheECBestablishedcomprehensivestaffemployment rules covering all main aspects of human resources in detail. 
ECBjeuvedlapodrobnapravilazazaposlitev,kipodro-bno zajemajo vse glavne vidike človeških virov.
The bank did periodically assess whether specific aspects of its employment conditions are comparable to those of the EU and other comparable financial institutions. 
Banka je redno ocenjevala, ali so njeni pogoji za zaposlitev primerljivi s pogoji drugih institucij EU in drugih primerljivih finančnih institucij.
TheECBestablishedasetofcomprehensiveandclear staff selection rules and procedures covering all the key stages of the process. 
ECBjevzpostavilanizpodrobnihinjasnihpogojevin postopkov za izbiranje osebja, ki zajemajo vse ključne faze procesa.
For recruitment campaigns: (i) the selection procedures were carried out in a timely manner; (ii) despite the ECB’s efforts to encourage mobility, the vacancy notices were not designed to identify candidates with profiles that can be used in various Business Areas; and (iii) the decisions made at the different stages of the process were not always sufficiently documented thus, it proved difficult to identify the basis for short-listing candidates and the ranking of the candidates following the comparative assessment. 
Pri zaposlitvenih kampanjah: (i) so bili postopki za izbiranje izvedeni pravočasno; (ii) objave prostih delovnih mest kljub prizadevanjem ECB za spodbujanje mobilnosti niso bile zasnovane za iskanje kandidatov s profili, ki bi bili uporabni na različnih poslovnih področjih, ter (iii) odločitve, sprejete v različnih fazah procesa, niso bile vedno dovolj dokumentirane, zato je bilo težko ugotoviti, na kakšni osnovi so se kandidati uvrstili na ožji seznam in bili razvrščeni po primerjalnem ocenjevanju.
Recommendation 1. 
Priporočilo 1.
TheECBshouldfurtherimproveitsdocumentationof decisions made to select candidates during the recruitment procedures including the recording of the outcome of the reference checks carried out during the selection procedures. 
ECBbimoralanadaljeizboljšatisvojedokumentiranje odločitev o izbiri kandidatov med postopki za zaposlovanje, vključno z evidentiranjem izidov preverjanja priporočil, izvedenega med postopki za izbiranje.
EN C 31/10 Official Journal of the European Union 29.1.2011 Recommendation 2. 
SL C 31/10 Uradni list Evropske unije 29.1.2011 Priporočilo 2.
Thestaffappraisalformsshouldbecompletedwithin the deadlines set and their quality should be enhanced by setting SMART (1) objectives and linking career progression to specific training needs. 
Obrazcizaocenjevanjeuslužbencevbimoralibitiizpol­ njeni v zastavljenih rokih, njihovo kakovost pa bi bilo treba povečati z določitvijo ciljev SMART (1) in povezavo poklic­ nega napredovanja s posebnimi potrebami po usposabljanju.
The staff appraisal system clearly defines the roles and clearly sets out what is expected of both appraisers and appraisees. 
V sistemu za ocenjevanje uslužbencev so jasno opredeljene vloge in jasno je določeno, kaj se pričakuje od ocenjevalcev in ocenje­ vancev.
However: (i) although the 2009 appraisals were generally carried out in compliance with the ‘Guide to the ECB appraisal’, a large number of them were not completed within the deadline set; (ii) the quality of the appraisals varied; (iii) no specific areas of improvement were identified; and (iv) no specific training needs were indicated. 
Toda: (i) čeprav so bila ocenjevanja za leto 2009 na splošno izvedena v skladu s priročnikom za ocenjevanje v ECB, številna niso bila končana v roku; (ii) ocene so bile različne kakovosti; (iii) določena niso bila nobena specifična področja, kjer so potrebne izboljšave, ter (iv) navedene niso bile nobene posebne potrebe po usposab­ ljanju.
Nevertheless, the combination of headcount neutrality with the demographic challenge the ECB faces, constitutes a major constraint on the staff career progression. 
Vendar ohranjanje števila zaposlenih in demografski izziv, s katerim se sooča ECB, pomenita veliko omejitev za poklicno napredovanje uslužbencev.
Although decisions regarding staff performance rewards were in general well documented, the specific decisions on the Annual Salary and Bonus Review were not. 
Čeprav so bile odločitve o nagrajevanju uslužbencev za uspešnost na splošno dobro dokumentirane, s posebnimi odločitvami v zvezi z letnim pregledom plač in bonusov ni bilo tako.
AlthoughthehumanresourcespartsoftheISISsoftware system have been operational since 2008, no system ownership had been assigned to a specific directorate, nor had a Service Level agreement been signed. 
Čeprav so bili deli programske opreme ISIS, ki se uporabljajo za človeške vire, operativni od leta 2008, lastništvo sistema ni bilo dodeljeno specifičnemu direktoratu, pa tudi dogovor o ravni storitev ni bil podpisan.
Theavailabilityandaccessibilityofreliableinformation on human resources issues to both management and staff has significantly improved since the Court’s 2004 audit. 
Razpoložljivost in dostopnost zanesljivih informacij o kadrovskih zadevah sta se za vodstvo in uslužbence od revizije Sodišča za leto 2004 močno izboljšali.
Never­ theless, the system of formal reporting to the Executive Board has not changed since then. 
Vendar pa se od takrat ni spremenil sistem formalnega poročanja Izvršilnemu odboru.
Recommendation 3. 
Priporočilo 3.
Anassessmentofthehumanresourceselementsofthe ISIS software system should be carried out in order to verify that the system has met its initial objectives and that adequate controls have been put in place. 
Ocenitibibilotrebakadrovskeelementeprogramske opreme sistema ISIS, da se preveri, ali je sistem izpolnil svoje prvotne cilje in ali so bile vzpostavljene ustrezne kontrole.
This Report was adopted by Chamber IV, headed by Mr Igors LUDBORŽS, Member of the Court of Auditors, in Luxembourg at its meeting of 23 November 2010. 
To poročilo je sprejel senat IV, ki ga vodi Igors LUDBORŽS, član Računskega sodišča, v Luxembourgu na svojem zasedanju dne 23. novembra 2010.
For the Court of Auditors Vítor Manuel da SILVA CALDEIRA President (1) Specific, measurable, achievable, realistic and timely. 
Za Računsko sodišče Vítor Manuel da SILVA CALDEIRA Predsednik (1) Specifični, merljivi, dosegljivi, stvarni in časovno opredeljeni.
EN 29.1.2011 OfficialJournaloftheEuropeanUnion C31/11 REPLIES OF THE EUROPEAN CENTRAL BANK The European Central Bank (ECB) welcomes the preliminary observations of the European Court of Auditors (ECA) for the financial year 2009 and expresses its appreciation for the ECA’s observations and recom­ mendations for further improvement. 
SL 29.1.2011 UradnilistEvropskeunije C31/11 ODGOVORI EVROPSKE CENTRALNE BANKE Evropska centralna banka (ECB) pozdravlja poročilo Evropskega računskega sodišča za proračunsko leto 2009 ter se zahvaljuje za njegove ugotovitve in priporočila za nadaljnje izboljšave.