natgillin/translations-raw huggingface dataset:
The ECB has established internal processes for the preparation, negotiation and approval of cooperation agreements or MoUs with other relevant authorities for the purpose of coordination in a crisis situation (see Figure 1). 
ECB je uvedla notranje procese priprave, pogajanj in sprejetja sporazumov o sodelovanju ali memorandumov o soglasju z drugimi pristojnimi organi, ki so namenjeni usklajevanju v kriznih razmerah (glej sliko 1).
It has signed MoUs with the European Securities and Markets Authority (ESMA) and continues to work towards concluding cooperation agreements with national markets authorities, supervisory authorities of non-euro area MS, and national authorities outside the EU. 24 
Podpisala je memorandume o soglasju z Evropskim organom za vrednostne papirje in trge (ESMA) in si še naprej prizadeva za sklenitev sporazumov o sodelovanju z nacionalnimi organi za nadzor trga, nadzornimi organi držav članic, ki niso del evroobmočja, in nacionalnimi organi izven EU.
The prioritisation given to concluding agreements with non-EU countries depends on a set of factors such as the analysis of exposures and group structures. 
Prednostna razvrstitev pri sklepanju sporazumov z državami, ki niso članice EU, je odvisna od več dejavnikov, kot so analiza izpostavljenosti in struktura skupine.
However, these priorities are not reflected in any overall action plan within the ECB. 
Vendar te prioritete niso zajete v nobenem splošnem akcijskem načrtu na ravni ECB.
Nor is there any prioritisation when concluding agreements with national markets authorities or non-SSM MS. In practice, signing MoUs with authorities outside the EU depends on the counterpart’s willingness to cooperate. 
Prav tako ni nobene prednostne razvrstitve pri sklepanju sporazumov z nacionalnimi organi za nadzor trga ali državami članicami, ki niso del enotnega mehanizma nadzora. V praksi je sklenitev memorandumov o soglasju z organi izven EU odvisna od pripravljenosti nasprotne strani za sodelovanje.
The agreements concluded so far, which relate to ongoing supervision, do not contain specific arrangements in relation to crisis management activities. 
Doslej sklenjeni sporazumi, ki se nanašajo na stalni nadzor, ne vsebujejo posebnih dogovorov v zvezi s kriznim upravljanjem.
In addition to the above, the ECB is legally required to inform other stakeholders about a potential crisis situation, depending on its severity. 
Poleg zgoraj navedenega ima ECB zakonsko dolžnost o potencialnih kriznih razmerah, glede na njihovo resnost, obvestiti druge deležnike.
These stakeholders include the EBA, national central banks and the ECB’s own monetary function. 
Ti deležniki so med drugimi Evropski bančni organ, nacionalne centralne banke in monetarna funkcija same ECB.
Recovery planning 44. 
Načrtovanje sanacije 44.
A key obligation of the BRRD is for banks to draw up and maintain plans for restoring their financial position in the event of a sudden deterioration. 
Ključna obveznost, določena v direktivi o sanaciji in reševanju bank, je obveznost bank, da pripravijo in posodabljajo načrte za izboljšanje svojega finančnega položaja ob njegovem nenadnem poslabšanju.
These are known as recovery plans. 
Ti načrti se imenujejo načrti sanacije.
In its capacity as bank supervisor the ECB must assess the quality of recovery plans on an annual basis. 
ECB kot bančni nadzornik mora letno ocenjevati kakovost načrtov sanacije.
An operationally efficient process for the assessment of recovery plans would require coherent tools and clearly defined roles and responsibilities within the ECB. 
Za operativno učinkovit proces ocene načrtov sanacije bi bila potrebna usklajena orodja ter jasno opredeljene vloge in pristojnosti v okviru ECB.
JSTs would perform their assessments and provide feedback to banks within certain time limits, giving the SRB an opportunity to provide its views14. 46. 
Skupne nadzorniške skupine bi opravile svoje ocene in povratne informacije poslale bankam v določenih rokih, Enotni odbor za reševanje pa bi imel tako možnost predložiti svoja stališča.14 46.
An operationally efficient process would also allow prompt flagging of potential weaknesses and ensure consistency in the assessment of recovery plans across the SSM. 
Z operativno učinkovitim procesom bi bilo prav tako mogoče hitro opozoriti na potencialne slabosti in zagotavljati doslednost pri ocenjevanju načrtov sanacije v enotnem mehanizmu nadzora.
Finally, the results of overall assessments would be used systematically as an input for crisis preparation and management. 
Rezultati skupne ocene bi se na koncu sistematično uporabili kot vhodne informacije za pripravo na krizne razmere in krizno upravljanje.
After a transition phase the ECB set a consistent timeline for the submission of recovery plans ... 
Po prehodnem obdobju je ECB določila dosledno časovnico za predložitev načrtov sanacije ...
The ECB had to stagger the submission process for all banks due to the late transposition of the BRRD in many Member States in 2015. 
ECB je morala leta 2015 zamakniti proces predložitve načrtov sanacije za vse banke zaradi poznega prenosa direktive o sanaciji in reševanju bank v nacionalne zakonodaje mnogih držav članic.
This process was adjusted and a new approach to the submission of the plans was adopted and implemented for the second round in 2016, enhancing the operational efficiency of the process. ... but reaching joint decisions on group recovery plans continued to be a challenge 48. 
Proces je bil prilagojen in za drugi cikel v letu 2016 je bil sprejet nov pristop k predložitvi načrtov, ki se je tudi izvajal, s tem pa se je izboljšala operativna učinkovitost procesa. ... vendar je bilo sprejemanje skupnih odločitev o načrtih sanacij za skupine še naprej problematično 48.
The exact procedure to be followed for assessment varies according to the structure of the bank or banking group. 
Sam postopek, ki ga je treba izvesti, se razlikuje glede na strukturo banke ali bančne skupine.
For example, for cross-border banking groups the supervisory college is required to take a joint decision of all its members. 
Za čezmejne bančne skupine je na primer potrebna skupna odločitev vseh članov 14 Člen 6(4) direktive o sanaciji in reševanju bank.
Annex II depicts the process flow for the assessment of recovery plans by supervisory colleges. 
Priloga II prikazuje potek procesa ocenjevanja načrtov sanacije, ki ga opravijo kolegiji nadzornikov.
Based on a representation by the ECB, the first round of submissions saw delays for a number of reasons. 
Glede na podatke iz predstavitve, ki jo je pripravila ECB, je v prvem krogu predložitev prišlo do zamud iz več razlogov.
71 out of 106 banks (67 %) submitted their recovery plans on time. 
71 od 106 bank (67 %) je svoje načrte sanacije predložilo pravočasno.
The SRB did not provide comments on any plans in the 2015 cycle. 
Enotni odbor za reševanje ni izrekel pripomb k nobenemu od načrtov v ciklu leta 2015.
Where the procedure required the involvement of a supervisory college, the formal joint decision process was completed in only 11 out of 32 cases (34 %), i.e., reaching a joint decision among all members. 
Kadar je bilo v skladu s postopkom potrebno posredovanje kolegija nadzornikov, je bil formalni proces skupnega odločanja zaključen samo v 11 od 32 primerov (34 %), tj. s sprejetjem skupne odločitve vseh članov.
The use of national experts means potential governance conflicts 50. 
Sodelovanje nacionalnih strokovnjakov pomeni potencialna navzkrižja interesov 50.
The competent authority is responsible for the assessment of recovery plans15. In the case of SIs this is the ECB. 
Pristojni organ je odgovoren za oceno načrtov sanacije.15 Za pomembne institucije je to ECB.
The ECB’s own Supervisory Manual16 allows NCA employees to participate in the assessment of recovery plans – without, however, being part of a JST or reporting to the NCA sub-coordinator. 
V skladu z nadzorniškim priročnikom ECB16 lahko zaposleni pristojnih nacionalnih organov sodelujejo pri ocenjevanju načrtov sanacije, ne da bi bili člani skupne nadzorniške skupine ali odgovorni podkoordinatorju pristojnega nacionalnega organa.
Instead they report to the head of the corresponding national department. 
Namesto tega so odgovorni vodji ustrezne nacionalne službe.
We concluded in our special report No 29/2016 (paragraphs 140, 141 and 147) that conflicting reporting lines and lack of performance feedback could adversely affect performance and operational efficiency in the management of the assessment procedure. 
V svojem Posebnem poročilu št. 29/2016 (odstavki 140, 141 in 147) smo zaključili, da bi lahko nasprotujoče si hierarhije odgovornosti in neobstoj povratnih informacij negativno vplivali na smotrnost in operativno učinkovitost pri upravljanju postopka ocenjevanja.
In this case the situation is even more problematic, since there is no link with the JST through the NCA sub-coordinator, and no formally defined handover process. 
V tem primeru je položaj še bolj problematičen, saj ni povezave s skupno nadzorniško skupino prek podkoordinatorja pristojnega nacionalnega organa niti formalno opredeljenega procesa predaje odgovornosti.
The Manual also fails to provide guidelines for the procedural interaction between the JST Coordinator and the relevant national experts. 
Priročnik tudi ne vsebuje smernic za sodelovanje v okviru postopka med koordinatorjem skupne nadzorniške skupine in ustreznimi nacionalnimi strokovnjaki.
The CRM monitors the recovery planning process and provides general guidance to JSTs and banks, but needs some improvement 51. 
Oddelek za krizno upravljanje spremlja proces načrtovanja sanacije in daje splošne smernice skupnim nadzorniškim skupinam in bankam, vendar so potrebne nekatere izboljšave 51.
In the course of two internal reviews, the CRM identified certain issues relating to the efficient management of the assessment process. 
Pri dveh notranjih pregledih je oddelek za krizno upravljanje odkril nekatere težave v zvezi z učinkovitim upravljanjem procesa ocenjevanja.
The need emerged for further guidance on recovery options, scenarios and indicators, and this was subsequently provided to supervisors in many areas of recovery planning. 
Pojavila se je potreba po dodatnih smernicah o možnih načinih sanacije, scenarijih in kazalnikih, ki so bile nato zagotovljene nadzornikom na številnih področjih načrtovanja sanacije.
This resulted in a more harmonised and efficient approach to assessments. 
Zaradi tega je pristop k ocenam bolj usklajen in učinkovit.
To enhance the quality and credibility of recovery plans and guarantee the operational efficiency of the process, it is vital that institutions report, in a clear and consistent manner, key data that is required by the BRRD. 
Da bi se izboljšala kakovost in verodostojnost načrtov sanacije in zagotovila operativna učinkovitost procesa, je bistvenega pomena, da institucije na jasen in dosleden način poročajo o ključnih podatkih, ki se zahtevajo v skladu z direktivo o sanaciji in reševanju bank.
To this end, the ECB has provided institutions with a concise standardised reporting template, which enables them to present key financial data in the same way. 
Zato je ECB zagotovila institucijam natančno, standardizirano predlogo za poročanje, ki jim omogoča, da ključne finančne podatke predstavijo na enak način.
The template tool contains predefined evaluations and has the advantage of linking information from indicators, scenarios and options and quantifying their effects. 
Orodje s predlogo vsebuje predhodno opredeljene ocene, njegova prednost pa je povezovanje informacij iz kazalnikov, scenarijev in možnih načinov ter količinska opredelitev njihovih učinkov.
The template was used initially for the 2016 cycle. 
Predloge so bile prvič uporabljene za cikel leta 2016.
On a positive note, it has been already reviewed and updated slightly for the next round by incorporating additional guidance to both the banks and the supervisors. 
Pozitivno je, da je bila predloga že pregledana in nekoliko posodobljena za naslednji cikel tako, da so bile vključene dodatne smernice za banke in za nadzornike.
Notwithstanding the guidance that has been already developed by the CRM in cooperation with the Crisis Management Network in a number of areas, JSTs verified via interviews and many banks confirmed through our survey (see paragraph 14) the need for additional help in order to enhance the quality of the information provided in recovery plans (see Annex III for detailed answers). 
Kljub smernicam, ki jih je oddelek za krizno upravljanje v sodelovanju z mrežo za krizno upravljanje že oblikoval na številnih področjih, so skupne nadzorniške skupine med pogovori, številne banke pa v naši anketi (glej odstavek 14) potrdile, da je potrebna dodatna pomoč, s katero bi se izboljšala kakovost informacij, predloženih v načrtih sanacije (za podrobne odgovore glej Prilogo III).
One area of particular importance was the calibration of indicator threshold levels, for example by setting trigger levels for ratios/indicators and rating the chosen margin above pillar requirements, where it should be noted however that the EBA has already provided guidance. 
Področje, ki je posebej pomembno, je kalibracija mejnih vrednosti kazalnikov, na primer z določitvijo sprožitvenih vrednosti za kazalnike in ocenjevanjem razponov nad zahtevami iz stebrov, treba pa je poudariti, da je Evropski bančni organ že zagotovil smernice.
In this connection, the ECB has not given JSTs detailed guidance, over and above what has already been developed by the EBA17, on how to assess the quality of indicators (more specifically the appropriateness with which the thresholds are calibrated for each indicator), which would improve operational efficiency in the management of the process. 
Na tem področju ECB skupnim nadzorniških skupinam ni zagotovila podrobnih smernic o tem, kako oceniti kakovost kazalnikov (natančneje ustreznost kalibracije vsakega kazalnika), 26 ki bi bile natančnejše od tistih, ki jih je oblikoval organ EBA17, s čimer bi se izboljšala operativna učinkovitost pri upravljanju procesa.
As of June 2017, we found that peer analysis of banks with similar business models and characteristics (which according to the EBA can allow for the identification of common trends and best practices) has not been conducted by the ECB. 
Sodišče je ugotovilo, da ECB do junija 2017 ni izvedla vzajemnih analiz bank s podobnimi poslovnimi modeli ter lastnostmi (s katerimi se po mnenju Evropskega bančnega organa lahko ugotovijo skupni trendi in najboljše prakse).
The ECB has operationalised the legal requirements for assessing recovery plans in a tool that is efficient and largely comprehensive 55. 
ECB je pravne zahteve za oceno načrtov sanacije združila v orodje, ki je učinkovito in v glavnem celovito 55.
The ECB and NCAs have joined forces to build a template covering all legal requirements for the assessment of recovery plans. 
ECB in pristojni nacionalni organi so skupaj oblikovali predlogo, ki obsega vse zakonodajne zahteve za oceno načrtov sanacije.
The template has simplified the work of supervisors, improved the quality of assessments and strengthened the operational efficiency of the way the process is managed. 
S predlogo je bilo poenostavljeno delo nadzornikov, izboljšala se je kakovost ocen in okrepila operativna učinkovitost v načinu upravljanja tega procesa.
Oral feedback from JST Coordinators confirmed that they viewed the simplified template positively. 
Z ustnimi povratnimi informacijami so koordinatorji skupnih nadzorniških skupin potrdili, da imajo o poenostavljeni predlogi pozitivno mnenje.
The ECB has designed an excel tool to support the credibility and feasibility assessment of individual recovery options. 
ECB je razvila orodje v aplikaciji Excel za pomoč pri ocenjevanju verodostojnosti in izvedljivosti posameznih načrtov sanacije.
The tool combines qualitative data from recovery 17 28 EBA guidelines on recovery plan indicators – EBA-GL-2015-02. plan assessments with bank-specific and market data and calculates the impact of a broad range of potential measures under different scenarios. 
To orodje združuje kvalitativne podatke iz ocen načrtov sanacije s podatki za posamezne banke in tržnimi podatki ter izračuna učinke širokega nabora potencialnih ukrepov v okviru različnih scenarijev.
Because it gives access to a wealth of available data, both historical and current, it should help develop a more realistic view of the feasibility of individual measures, in this respect enhancing the operational efficiency of management of these assessments. 
Ker omogoča dostop do velikega obsega podatkov, tako zgodovinskih kot sedanjih, naj bi pripomoglo k oblikovanju bolj realističnega pogleda na izvedljivost posameznih ukrepov in tako izboljšalo operativno učinkovitost pri upravljanju teh ocenjevanj.
A procedure has been established for updating the recovery plan assessment tool annually under the auspices of a dedicated group of experts from the Crisis Management Network (CMN). 
Vzpostavljen je bil postopek za letno posodabljanje orodja za ocenjevanje načrtov sanacije pod pokroviteljstvom posebne skupine strokovnjakov iz mreže za krizno upravljanje.
The ECB provided us with evidence showing how the assessment tool is cross-checked against Commission Delegated Regulation (EU) 2016/98 and how certain elements are to be updated and incorporated into the tool. 
ECB je Sodišču predložila dokaze, ki prikazujejo, kako se to orodje za ocenjevanje navzkrižno preverja z Delegirano Uredbo (EU) 2016/98 in kako bodo nekateri elementi posodobljeni in vključeni vanj.
The tool also contains references to the relevant legal requirements to enhance efficiency. 
Za povečanje učinkovitosti so v orodju zajeti tudi sklici na ustrezne pravne zahteve.
However, we observed that there was no formal procedure for analysing the EBA’s comparative reports18 and no documentation showing whether their findings and conclusions are reflected in the tool itself that could provide the user with additional guidance or practical examples. 
Vendar pa smo ugotovili, da ni bilo formalnega postopka za analizo primerjalnih poročil18 organa EBA in dokumentacije, ki bi prikazovala, ali so bile v samem orodju upoštevane njegove ugotovitve in zaključki, s čimer bi se uporabniku lahko zagotovile dodatne smernice ali praktični primeri.
These elements would enhance the operational efficiency of assessments, since it would save assessors from having to search for guidance in a range of unlinked documents. 
S temi elementi bi se lahko izboljšala operativna učinkovitost ocen, saj ocenjevalcem ne bi bilo treba več iskati smernic v številnih nepovezanih dokumentih.
AlthoughassessorsusuallyhaveaccesstoIMAS,theECBhasnotestablishedaformal procedure to provide guidance on verifying the information in recovery plans by reference to other sources (e.g. audit engagement reports, registers, data from the SREP, on-site inspection reports), including links to those sources. 
ČepravimajoocenjevalciobičajnodostopdosistemaIMAS,ECBnivzpostavila formalnega postopka za zagotavljanje smernic v zvezi s preverjanjem informacij v načrtih sanacije s sklici na druge vire (npr. na revizijska poročila, registre, podatke iz procesa nadzorniškega pregledovanja in ovrednotenja, poročila o inšpekcijskih pregledih na kraju samem), vključno s povezavami do teh virov.
Operational efficiency could be affected by this lack of guidance, especially where recovery plans are assessed by NCA national experts that are not part of the relevant JST, or by less senior staff members. 18 These aim to help supervisors conducting assessments to identify the key elements to be considered by institutions when designing their recovery plans. 
Neobstoj teh smernic bi lahko vplival na operativno učinkovitost, zlasti kadar načrte sanacije ocenjujejo strokovnjaki iz pristojnih nacionalnih organov, ki niso del ustrezne skupne nadzorniške skupine, ali manj izkušeno osebje. ... vendar se rezultati načrtovanja sanacije ne uporabljajo sistematično za ugotavljanje kriznih razmer ali krizno upravljanje 60.
The assessment of recovery plans ends with the completion of an assessment template and a feedback letter describing the plan’s shortcomings to the bank. 
Ocenjevanje načrtov sanacije se konča z izpolnitvijo predloge za oceno in dopisom s povratnimi informacijami o pomanjkljivostih načrta, ki se pošlje banki.
The Supervisory Manual contains general rules for the use of this information. 
Nadzorniški priročnik vsebuje splošna pravila za uporabo teh informacij.
To promote operational efficiency, the results of recovery plan assessments should also be a central and systematic component of the ECB’s ongoing supervisory process. 
Da bi se okrepila operativna učinkovitosti, pa bi morali biti rezultati ocenjevanja načrtov sanacije osrednji in sistematični sestavni del stalnega nadzorniškega procesa ECB.
However no specific procedure is in place in this regard and no documented output, for instance in the form of a summary report, requiring JSTs to include aspects of a recovery plan in their ongoing supervisory activity has been defined. 
Vendar v zvezi s tem ni bil vzpostavljen noben specifičen postopek, prav tako pa ni bil opredeljen noben dokumentiran izložek, na primer zbirno poročilo, na podlagi katerega bi skupna nadzorniška skupina morala v svoje stalne nadzorniške dejavnosti zajeti tudi elemente načrtov sanacije.
See Box 2 for some examples. 61. 
Za nekaj primerov glej okvir 2.
The results of recovery plan assessments do not yet feed into discussions of the institution-specific crisis management team (IS-CMT)20 or for potential use of early 19 20 30 Box 2 - How JSTs can use recovery plan assessment results for ongoing supervision Monitoring of indicators Monitoring whether banks have taken action as provided in the recovery plan, but without labelling it as such On-site inspection (e.g. to verify feasibility if the information provided is implausible, or the accuracy of underlying data and assumptions) Monitoring of recovery plan indicator near-breaches19 Drafting of a short report on possible intervention measures in the context of crisis management at the bank In this regard, the Supervisory Manual says that the results of an assessment are to be incorporated into the SREP; any findings and deficiencies identified in the assessment of recovery plans should be considered when assessing internal governance and institution-wide controls. 
4. 29 Okvir 2 – Kako lahko skupne nadzorniške skupine uporabijo rezultate ocenjevanja načrtov sanacije pri svojem stalnem nadzoru Spremljanje kazalnikov Spremljanje, ali so banke sprejele ukrepe, ki so določeni v načrtu sanacije, ne da bi jih tako označile Inšpekcijski pregled na kraju samem (npr. preverjanje izvedljivosti, kadar predložene informacije niso verjetne, ali točnosti osnovnih podatkov in predpostavk) Spremljanje skorajšnjega neupoštevanja kazalnikov iz načrta sanacije19 Priprava kratkega poročila o možnih intervencijskih ukrepih v okviru kriznega upravljanja v banki 61.
It is not clear from the information above that readily available information from the assessment process is used in any systematic way. 
Iz zgoraj navedenih informacij ni razvidno, ali se razpoložljive informacije iz procesa ocenjevanja uporabljajo na sistematičen način.
For example, there is no guaranteed systematic monitoring of indicator breaches or the implementation of recovery actions. 
Ne obstaja na primer sistematično spremljanje neupoštevanja kazalnikov ali izvajanja sanacijskih ukrepov.
These shortcomings could adversely affect the operationally efficient management of crisis identification, early intervention and crisis response. 
Te pomanjkljivosti bi lahko negativno vplivale na operativno učinkovitost upravljanja procesov ugotavljanja krize, zgodnjega posredovanja in kriznega odzivanja.
Supervised entities are positive overall about the recovery planning process 62. 
Nadzorovani subjekti proces načrtovanja sanacije v glavnem ocenjujejo pozitivno 62.
As part of the audit, we conducted an online survey of all banks that had supplied recovery plans to the ECB. 
V okviru revizije smo izvedli spletno anketo pri vseh bankah, ki so ECB predložile načrte sanacije.