natgillin/translations-raw huggingface dataset:
Categories of staff employed at the Commission The CommissionŐs workforce is made up of different categories of staff. 
Priloga II – Kategorije uslužbencev, zaposlenih na Komisiji Delovna sila Komisije je sestavljena iz različnih kategorij uslužbencev.
Within each category there are different grades, reflecting increasing professional and educational requirements and levels of responsibility. 
V vsaki od kategorij so različni razredi, ki odražajo vse višje zahteve glede strokovnosti in izobrazbe ter ravni odgovornosti.
Commissioners are not officials. 
Komisarji niso uradniki.
There are three function groups in the officials category: Ń Administrators (AD), career in grades AD5 to AD15; Ń Assistants (AST), career in grades AST1 to AST11; Ń Secretaries and clerks (AST/SC), career in grades AST/SC1 to AST/SC6. 
V kategoriji uradnikov so tri funkcionalne skupine: — upravni uslužbenci (AD) v razredih AD5 do AD15, — strokovno-tehnični uslužbenci (AST) v razredih AST1 do AST11, — tajniki in referenti (AST/SC) v razredih AST/SC1 do AST/SC6.
II Staff covered by the Conditions of Employment of Other Servants Temporary staff are engaged: Ń on a short-term contract (maximum six years) to fill a permanent post at one of the institutions or in the European External Action Service; Ń on a short-term contract or, more rarely, for an indefinite period to fill a temporary post at an institution or an agency; Ń to assist a person holding an office (e.g. a Commissioner), in which case the length of their contract is linked to that of the office holderŐs term of office. 
II Uslužbenci, zajeti s Pogoji za zaposlitev drugih uslužbencev Evropske unije Začasni uslužbenci se zaposlijo: — s kratkoročno pogodbo (največ šest let) na stalno delovno mesto v eni od institucij ali Evropski službi za zunanje delovanje, — s kratkoročno pogodbo ali redkeje za nedoločen čas na začasno delovno mesto v instituciji ali agenciji, — za pomoč osebam, imenovanim na funkcijo (npr. komisarju), pri čemer je trajanje pogodbe odvisno od mandata te osebe.
The function groups for temporary staff are the same as for officials. 
Funkcionalne skupine za začasne uslužbence so enake kot za uradnike.
Contract staff are not assigned to an established post. 
Pogodbeni uslužbenci niso zaposleni na stalna delovna mesta.
They are divided into four function groups (GFI to GFIV), depending on the tasks they carry out: from GFI for manual tasks to GFIV for administrative tasks. 
Glede na naloge, ki jih opravljajo, so razdeljeni v štiri funkcionalne skupine (GFI do GFIV): od GFI za fizične naloge do GFIV za administrativne naloge.
Staff in GFI or working at an agency or in a delegation, representation or office (e.g. OIL, OIB) may be engaged for an indefinite period; the contracts of other staff cannot exceed six years. 
Uslužbence v razredu GFI in uslužbence, ki delajo v agenciji, delegaciji, predstavništvu ali uradu (npr. OIL, OIB), je mogoče zaposliti za nedoločen čas, pogodbe drugih uslužbencev se ne smejo skleniti za več kot šest let.
Local staff are engaged in places outside the European Union according to local rules and practices. 
Lokalni uslužbenci so zaposleni na lokacijah zunaj Evropske unije v skladu z lokalnimi pravili in praksami.
49 Entry requirements for each staff category The table below summarises the minimum qualifications and language skills required for officials, temporary and contract staff, along with the indicative tasks for each function group. 
Priloga III – Pogoji za zaposlitev za vsako od kategorij uslužbencev V spodnji tabeli so povzete minimalne kvalifikacije in jezikovne veščine, ki so potrebne za uradnike ter začasne in pogodbene uslužbence, skupaj z okvirnimi nalogami za vsako funkcionalno skupino.
Officials and temporary staff Contract staff Qualifications AD GFIV Completed university studies of at least three years attested by a diploma AST and AST/SC GFIII and GFII Post-secondary education attested by a diploma, or secondary education attested by a diploma, and professional experience of at least three years 50 N/A GFI Successful completion of compulsory education Language requirement For all function groups: thorough knowledge of one of the EU languages and a satisfactory knowledge of another. 
Uradniki in začasni uslužbenci Pogodbeni uslužbenci Kvalifikacije 52 AD AST in AST/SC GFIII in GFII Z diplomo potrjena višješolska izobrazba ali z diplomo potrjena srednješolska izobrazba in najmanj tri leta delovnih izkušenj GFIV Z diplomo potrjen zaključen univerzitetni študij, ki traja vsaj tri leta Ni relevantno GFI Uspešno zaključeno obvezno izobraževanje Jezikovne zahteve Za vse funkcionalne skupine: temeljito znanje enega od uradnih jezikov EU in zadovoljivo znanje še enega uradnega jezika EU.
For officials, promotion requires knowledge of a third language. 
Pogoj za napredovanje za uradnike je znanje tretjega jezika.
Indicative tasks AD Administrator: lawyer, translator, auditor, economist etc. AST GFIV Executive or technical role in administration, finance, communication, research, or policy development and implementation AST/SC Clerical and secretarial tasks, office management N/A Similar to AD staff but performed under the supervision of officials or temporary staff GFIII Similar to AST staff but performed under the supervision of officials or temporary staff GFII Similar to AST/SC staff but performed under the supervision of officials or temporary staff. 
Okvirne naloge AD GFIV Upravni uslužbenec: pravnik, Podobno kot za uslužbence skupine AD, vendar se opravljajo prevajalec, revizor, ekonomist itd. pod nadzorom uradnikov ali začasnih uslužbencev. AST GFIII Izvršilna ali tehnična vloga na področju uprave, financ, komuniciranja, raziskav ali priprave in izvajanja politik Podobno kot za uslužbence skupine AST, vendar se opravljajo pod nadzorom uradnikov ali začasnih uslužbencev.
GFI Manual and administrative support tasks (e.g. driver, logistics and building staff), performed under the supervision of officials or temporary staff 
Ni relevantno GFI Fizične ali administrativne podporne naloge (npr. voznik, delavec v logistiki ali podporni delavec v posamezni stavbi), ki se izvajajo pod nadzorom uradnikov ali začasnih uslužbencev
Glossary Staff Regulations of Officials and Conditions of Employment of Other Servants: The rules laying down the rights and obligations of EU officials and other staff, with provisions on their careers from recruitment to retirement, their working conditions, emoluments, allowances and social security entitlements. 
Kadrovski predpisi za uradnike Evropske unije in Pogoji za zaposlitev drugih uslužbencev Evropske unije: pravila, ki določajo pravice in obveznosti uradnikov in drugih uslužbencev EU, z določbami o njihovih poklicnih poteh od zaposlitve do upokojitve, delovnih pogojih, prejemkih, nadomestilih in pravicah socialne varnosti.
Establishment plan: List of permanent and temporary posts at each institution, office or agency. 
Načrt delovnih mest: seznam stalnih in začasnih delovnih mest v instituciji, uradu ali agenciji.
Trilogues: Tripartite meetings between the European Parliament, the Council and the Commission at which they negotiate legislative proposals. 
Tristranski sestanki: sestanki Evropskega parlamenta, Sveta in Komisije, na katerih potekajo pogajanja o zakonodajnih predlogih.
The informal agreements reached in this context then have to be formally approved by the Parliament and the Council. 
Tako dosežene neuradne sporazume morata nato uradno potrditi Parlament in Svet.
Multiannual financial framework (MFF): A seven-year spending plan that translates the EUŐs priorities into financial terms. 
Večletni finančni okvir: sedemletni načrt porabe, v katerem so prioritete EU izražene v finančnem smislu.
The current MFF period started in 2014 and will end in 2020. 
Sedanji večletni finančni okvir se je začel leta 2014 in bo končan leta 2020.
Parallelism in evolution of pay in central governments and EU administrations: The principle whereby the pay levels of EU officials and staff are to be adjusted to reflect changes in the purchasing power of national civil servants. 
Vzporednost v gibanju plač na centralni ravni države v državah članicah in upravi EU: načelo, v skladu s katerim se stopnje plač uradnikov in uslužbencev EU prilagajajo tako, da odražajo spremembe kupne moči javnih uslužbencev v nacionalnih javnih upravah.
Thus, if the purchasing power of national civil servants increases by 1 %, a similar increase in purchasing power should be applied for EU staff. 
Če se kupna moč javnih uslužbencev v nacionalnih javnih upravah poveča za 1 %, naj bi se podobno povečanje kupne moči uporabilo tudi za uslužbence EU.
Tracking the evolution of purchasing power does not mean granting EU staff the same purchasing power as national civil servants. 52 
Spremljanje razvoja kupne moči ne pomeni, da je uslužbencem EU zagotovljena enaka kupna moč kot javnim uslužbencem v nacionalnih javnih upravah. 54
REPLIES OF THE COMMISSION TO THE SPECIAL REPORT OF THE EUROPEAN COURT OF AUDITORS ŇTHE IMPLEMENTATION OF THE 2014 STAFF REFORMS PACKAGE AT THE COMMISSION: BIG SAVINGS BUT NOT WITHOUT CONSEQUENCES FOR STAFFÓ OBSERVATIONS 32. 
ODGOVORI KOMISIJE NA POSEBNO POROČILO EVROPSKEGA RAČUNSKEGA SODIŠČA „IZVAJANJE SVEŽNJA KADROVSKIH REFORM IZ LETA 2014 V KOMISIJI: VELIKI PRIHRANKI, VENDAR NE BREZ POSLEDIC ZA USLUŽBENCE“ OPAŽANJA 32.
The Commission attached great importance to the matter of gender balance when considering the required contribution to be made. 
Komisija je pri obravnavanju potrebnega prispevka pripisala velik pomen vprašanju uravnotežene zastopanosti spolov.
However, these considerations were not formally documented. 
Vendar ti premisleki niso bili uradno dokumentirani.
The Commission confirms the 40% gender target in management positions will be achieved before the end of the Commission mandate. 
Komisija potrjuje, da bo cilj 40-odstotnega deleža žensk dosežen pred koncem mandata Komisije.
The Commission wishes to underscore that the increase in JRC is primarily due to the 2014 decision to convert "grant-holders" into contract staff. 
Komisija želi poudariti, da je povečanje v JRC predvsem posledica odločitve iz leta 2014, da se „prejemniki štipendij“ pretvorijo v pogodbene uslužbence.
The Commission emphasises that the long-term implications were taken into consideration in the revised version of the Staff Regulations. 
Komisija poudarja, da so bile dolgoročne posledice upoštevane v revidirani različici kadrovskih predpisov.
Hence: - The maximum contract duration for contract staff was increased from 3 to 6 years; - Contract staff is given the possibility to apply to internal competitions in order to become officials. 
Zato: – najdaljši možni čas trajanja pogodb za pogodbene uslužbence je bil podaljšan s 3 na 6 let; – pogodbenim uslužbencem se je omogočilo, da se lahko prijavijo na notranje natečaje, da postanejo uradniki.
The Commission has put all necessary actions in place to achieve a mature level absence management through the development of indicators, IT tools, alert system and resulting reporting arrangements. 
Komisija je sprejela vse potrebne ukrepe za doseganje zrelega upravljanja odsotnosti z dela, in sicer s pomočjo razvoja kazalnikov, orodij informacijske tehnologije, sistema opozarjanja in iz tega izhajajočih ureditev poročanja.
A new medical control unit has been created, incorporating in its control strategy, the tools, information and exchange of knowledge. 
Ustanovljena je bila nova enota za zdravstveni nadzor, ki je v svojo nadzorno strategijo vključila orodja, informacije in izmenjavo znanja.
The Commission wants to point out that the expressions of interest on postings in Delegations remain high, confirming as a general rule the attractiveness of working in Delegations. 
Komisija želi poudariti, da zanimanje za napotitve na delegacije služb ostaja visoko, kar na splošno potrjuje privlačnost dela v delegacijah.
The Commission would like to point out that, according to the Staff Regulations, contract staff in GFIV carry out their tasks under the supervision of officials or temporary staff. 
Komisija želi poudariti, da v skladu s kadrovskimi predpisi pogodbeni uslužbenci v GFIV opravljajo svoje naloge pod nadzorom uradnikov ali začasnih uslužbencev.
In addition, the minimum recruitment requirements for junior administrators include having passed a competition, which is not the case for contract staff. 
Poleg tega minimalne zahteve za zaposlitev nižjih upravnih uslužbencev vključujejo opravljen natečaj, kar ne velja za pogodbene uslužbence.
The Commission would like to point out that the promotion rules in force, as well as internal competitions, allow high performing staff to have a fast career path. 
Komisija želi poudariti, da veljavna pravila za napredovanje in notranji natečaji uspešnim zaposlenim omogočajo hitro poklicno pot.
The Commission has taken note of the analysis carried out by the ECA. 
Komisija se je seznanila z analizo, ki jo je izvedlo Računsko sodišče.
The Commission wishes to clarify that the methodology set out in its report on geographical balance is different and more focused on the AD function group and on grades at which recruitment can take place (mainly grades AD5-8). 
Komisija želi pojasniti, da se metodologija, določena v njenem poročilu o geografski uravnoteženosti, razlikuje in je bolj osredotočena na funkcionalno skupino AD in razrede, v katerih se lahko izvaja zaposlovanje (v glavnem razrede AD5–AD8).
Therefore, the conclusion in terms of underrepresentation may differ from those set out by the ECA. 
Zato se ugotovitev glede premajhne zastopanosti lahko razlikuje od tistih, ki jih je določilo Evropsko računsko sodišče.
The Commission considers that the assessment of its attractiveness across different Member States relies on multiple factors e.g. economic considerations, local conditions, etc. 78. 
Komisija meni, da ocena njene privlačnosti v različnih državah članicah temelji na več dejavnikih, kot so gospodarski vidiki, lokalni pogoji itn. 78.
Due to the dynamic nature of the decision-making process, the Commission could not systematically carry out impact analyses for any new proposed measure arising during the negotiations. 
Zaradi dinamične narave postopka odločanja Komisija ni mogla sistematično izvajati analiz učinka za vse nove predlagane ukrepe, ki so se pojavili med pogajanji.
As the Commission was not in control of the timing of the decision-making process, it was not possible to formally analyse the potential impact of all the measures. 
Ker Komisija ni nadzorovala časovnice postopka odločanja, ni bilo mogoče formalno analizirati morebitnega učinka vseh ukrepov.
When adopting implementing provisions, the Commission took into consideration the implications of the changes to the conditions of employment. 
Pri sprejemanju izvedbenih določb je Komisija upoštevala posledice sprememb pogojev za zaposlitev.
The Commission wishes to clarify that the aim of the time reporting system is to monitor working time in accordance with the rules in force. 
Komisija želi pojasniti, da je namen sistema za poročanje o urah spremljanje delovnega časa v skladu z veljavnimi pravili.
The question of resource allocation is dealt with using additional information (e.g. screening of posts) and based on political priorities. 
Vprašanje dodelitve virov se obravnava z uporabo dodatnih informacij (npr. preverjanje delovnih mest) in temelji na političnih prednostnih nalogah.
The Commission wants to highlight that staff satisfaction as measured in the staff survey increased in 2018 as compared to 2016. 
Komisija želi poudariti, da se je zadovoljstvo osebja, izmerjeno v anketi med uslužbenci, v primerjavi z letom 2016 v letu 2018 povečalo.
Furthermore, the following policies and actions were designed and implemented to help mitigate the negative effects of the reform on staff: - the talent management strategy; - the learning and development strategy; - the fit at work strategy, based on and including: - a health monitoring tool analysing and reporting on absences and their causes from 2010-2015; - all measures put in place to achieve sound absence management; - the new medical control unit. 
Poleg tega so bile zasnovane in izvedene naslednje politike in ukrepi za ublažitev negativnih učinkov reforme na uslužbence: – strategija upravljanja talentov; – učna in razvojna strategija; – strategija dobrega počutja pri delu (fit at work), ki temelji na: – orodju za spremljanje zdravja, s katerim se analizirajo in poročajo odsotnosti in vzroki zanje v obdobju 2010–2015; – vseh ukrepih, vzpostavljenih za doseganje dobrega upravljanja odsotnosti; – novem oddelku za zdravstveni nadzor.
CONCLUSIONS AND RECOMMENDATIONS 89. 
ZAKLJUČKI IN PRIPOROČILA 89.
The Commission did implement internal strategies to mitigate some effects of the reform. 
Komisija je izvedla notranje strategije za ublažitev nekaterih učinkov reforme.
As the Commission was not in control of the timing of the decision-making process during the negotiations, it was not possible to formally analyse the potential impact of all the measures. 
Ker Komisija med pogajanji ni nadzorovala časa postopka odločanja, ni bilo mogoče formalno analizirati možnega učinka vseh ukrepov.
See Commission replies to paragraphs 79 and 87. 
Glej odgovora Komisije na odstavka 79 in 87.
Recommendation 1 Đ Develop a workforce management plan The Commission accepts the recommendation. 
Priporočilo 1 – Priprava načrta za upravljanje kadra Komisija sprejema priporočilo.
However, the Commission would like to point out that the action plan to implement the recommendation will clearly depend on a number of aspects that are not under its control. 
Vendar želi poudariti, da bo akcijski načrt za izvajanje priporočila seveda odvisen od številnih vidikov, ki niso pod njenim nadzorom.
One such important aspect is the evolution of tasks carried out by the Commission in reaction to political priorities. 
Eden od teh pomembnih vidikov je razvoj nalog, ki jih Komisija izvaja kot odziv na politične prednostne naloge.
Recommendation 2 Đ Enhance the framework for monitoring and reporting on HR issues The Commission accepts the recommendation. 
Priporočilo 2 – Okrepitev okvira za spremljanje vprašanj v zvezi s človeškimi viri in poročanje o njih Komisija sprejema priporočilo.
Recommendation 3 Đ Assess needs and potential impacts before any further revision of the Staff Regulations The Commission accepts the recommendation. EN3 EN 
Priporočilo 3 – Ocena potreb in potencialnih učinkov pred nadaljnjim pregledom kadrovskih predpisov SL2 SL Komisija sprejema priporočilo.
The audit was led by ECA Member Pietro Russo, supported by Chiara Cipriani, Head of Private Office and Benjamin Jakob, Private Office Attach; Bertrand Albugues, Principal Manager; Daria Bochnar, Head of Task; Marion Kilhoffer and Tomasz Plebanowicz, Auditors. 
Revizijo je vodil član Evropskega računskega sodišča Pietro Russo, pri njej pa so sodelovali vodja njegovega kabineta Chiara Cipriani, ataše v njegovem kabinetu Benjamin Jakob, vodilni upravni uslužbenec Bertrand Albugues, vodja naloge Daria Bochnar ter revizorja MarionKilhoffer in Tomasz Plebanowicz.
Thomas Everett provided linguistic support. 
Jezikovno podporo je zagotovil Thomas Everett.
From left to right: Chiara Cipriani, Benjamin Jakob, Pietro Russo, Tomasz Plebanowicz, Marion Kilhoffer, Bertrand Albugues, Daria Bochnar. 
Od leve proti desni: Chiara Cipriani, Benjamin Jakob, Pietro Russo, Tomasz Plebanowicz, Marion Kilhoffer, Bertrand Albugues in Daria Bochnar.
Timeline Event Date Adoption of Audit Planning Memorandum (APM) / Start of audit 24.4.2018 Official sending of draft report to Commission (or other auditee) 23.5.2019 Adoption of the final report after the adversarial procedure 9.7.2019 CommissionŐs (or other auditeeŐs) official replies received in all languages 24.7.2019 
RS-Staff_regulation-SL.docx 9.7.2019
Š European Union, 2019. 
© Evropska unija, 2019.
EN PDF ISBN 978-92-847-3480-1 doi:10.2865/801296 QJ-AB-19-011-EN-N EN HTML ISBN 978-92-847-3443-6 doi:10.2865/628423 QJ-AB-19-011-EN-Q 
SL PDF ISBN 978-92-847-3470-2 doi:10.2865/29241 QJ-AB-19-011-SL-N SL HTML ISBN 978-92-847-3436-8 doi:10.2865/95635 QJ-AB-19-011-SL-Q
The Staff Regulations provide the framework for the employment of officials and other staff at the EU institutions, bodies and agencies. 
Kadrovski predpisi so okvir za zaposlovanje uradnikov in drugih uslužbencev, zaposlenih v institucijah, organih in agencijah EU.
After a first far-reaching reform in 2004, the rules were again amended in 2014 in an effort to reduce staff expenditure and further streamline the EU civil service. 
Po prvi obsežni reformi leta 2004 so bili ponovno spremenjeni leta 2014, da bi se zmanjšali skupni odhodki za zaposlene in dodatno racionalizirala javna uprava EU.
We looked at the impact of the 2014 reforms at the Commission and concluded that they have led to considerable long-term savings. 
Sodišče je preučilo učinek reform iz leta 2014 na Komisiji in ugotovilo, da so te privedle do precejšnjih dolgoročnih prihrankov.
Yet though the CommissionŐs workforce has become more diverse and flexible, the actual impact of changes to improve HR management has been rather limited. 
Čeprav je delovna sila na Komisiji postala bolj raznolika in prožna, je bil dejanski učinek sprememb na izboljšanje upravljanja človeških virov razmeroma majhen.
We also found that the 2014 package has negatively impacted the Commission's attractiveness as an employer. 
Sodišče je ugotovilo tudi to, da je sveženj iz leta 2014 negativno vplival na privlačnost Komisije kot delodajalca.
To address future challenges, monitoring of the CommissionŐs workforce should better target emerging risks. 
Da bi se obravnavali prihodnji izzivi, bi moralo biti spremljanje delovne sile Komisije bolje osredotočeno na nastajajoča tveganja.
ECA special report pursuant to Article 287(4), second subparagraph, TFEU. 
Posebno poročilo Sodišča (v skladu z drugim pododstavkom člena 287(4) PDEU).
EN 2019 Special Report 16 European Environmental Economic Accounts: usefulness for policymakers can be improved NO 
SL 2019 Posebno poročilo 16 Evropski okoljsko-ekonomski računi: koristnost za oblikovalce politik je mogoče izboljšati št.
Replies of the Commission Audit team Timeline 3 
Odgovori Komisije Revizijska ekipa Časovnica 3
Executive summary I The European Environmental Economic Accounts (EEEA) are an important source of data to monitor and evaluate environmental policies, such as the 7th Environment Action Programme and progress towards achieving the United Nations’ Sustainable Development Goals. 
Povzetek I Evropski okoljsko-ekonomski računi so pomemben vir podatkov za spremljanje in ocenjevanje okoljskih politik, kot je sedmi okoljski akcijski program, in napredka pri uresničevanju ciljev Organizacije združenih narodov za trajnostni razvoj.
The EEEA are a statistical framework consisting of a comprehensive set of tables and accounts describing the relationship between the environment and the EU economy. 
Evropski okoljsko-ekonomski računi so statistični okvir, sestavljen iz izčrpnega sklopa tabel in računov za opisovanje razmerja med okoljem in gospodarstvom EU.
II We audited whether the Commission set up, managed and used the European Environmental Economic Accounts well. 
II Sodišče je revidiralo, ali je Komisija evropske okoljsko-ekonomske račune dobro vzpostavila ter ali jih dobro upravlja in uporablja.
Our audit showed that the Commission did not set out a long-term perspective for EEEA data needs for environmental policy-making. 
Pri reviziji se je pokazalo, da Komisija ni opredelila srednje-in dolgoročne perspektive za potrebe po podatkih evropskih okoljsko-ekonomskih računov za oblikovanje okoljskih politik.
While there is a strategy for the EEEA, a comprehensive action plan to implement the objectives was missing. 
Čeprav obstaja strategija za evropske okoljsko-ekonomske račune, ni bilo celovitega akcijskega načrta za uresničitev ciljev.
We found that the successive strategies repeated some strategic objectives for more than ten years. 
Sodišče je ugotovilo, da so se nekateri strateški cilji v zaporednih strategijah ponavljali več kot deset let.