natgillin/translations-raw huggingface dataset:
For three of the nine procurement procedures audited, only one offer had been received by the Joint Undertaking. 
Za tri od devetih revidiranih postopkov za oddajo javnega naročila je Skupno podjetje prejelo samo eno ponudbo.
For the grants, the average number of proposals received was only one per call. While recognising the fact that the Joint Undertaking is operating in a highly specialised industrial area, the Court recommends that it should make further efforts to maximise competition and should follow the value-for-money principle in the call prep­ aration, publication, evaluation and contract management phases. 
Sodišče upošteva dejstvo, da Skupno podjetje deluje na visoko speciali­ ziranem industrijskem področju, vendar priporoča, naj si Skupno podjetje še naprej prizadeva povečati konkurenco in naj v fazah priprave in objave razpisov ter ocene in upravljanja pogodb upošteva načelo zagotavljanja stroškovne učinkovitosti.
ThecontrolsappliedbytheJointUndertakingbefore payments are made under grant agreements are not sufficiently documented to provide assurance regarding compliance with the financial requirements and the eligibility of the underlying costs (18). 
Kontrole,kijihSkupnopodjetjeuporabljapredizvedbo plačil, se opravijo v skladu s sporazumi o donacijah in niso zadostno dokumentirane za pridobitev zagotovila o skladnosti s finančnimi zahtevami in upravičenostjo s plačili povezanih stroškov (18).
The Court welcomes the fact that the Joint Undertaking has started to develop an ex-post audit strategy, to be imple­ mented in 2012. 
Sodišče odobrava dejstvo, da je Skupno podjetje začelo razvijati strategijo naknadnih revizij, ki naj bi se začela izvajati v letu 2012.
The ex-post audit strategy is a key control aiming to assess the legality and regularity of the underlying transactions and should be put in place as soon as possible. 
Strategija naknadnih revizij je ključna kontrola za ocenjevanje zakonitosti in pravilnosti z izkazi povezanih tran­ sakcij, zato bi jo bilo treba uvesti čim prej.
It should also cover grants and operational procurement contracts. 
Zajeti bi morala tudi donacije in operativne pogodbe za javna naročila.
Late payment of membership contributions 23. 
Zamude pri plačilih članarin 23.
In2008and2009,theCourtobservedthatanumberof Members of the Joint Undertaking did not pay their membership contributions within the deadline set by the Governing Board. 
Sodišče je za leti 2008 in 2009 ugotovilo, da več članov Skupnega podjetja ni plačalo svojih članarin v roku, ki ga je določil upravni odbor.
For 2010, the deadline was 31 May 2010 but only 14 out of the 28 Members paid on time. 
Za leto 2010 je bil rok za plačilo člana­ rine 31. maj 2010, vendar jo je samo 14 od 28 članov plačalo pravočasno.
Commission Internal Audit Service 24. 
Služba Komisije za notranjo revizijo 24.
TheCourtpointedoutinitsOpinionNo4/2008that the Financial Regulation of the Joint Undertaking does not refer to the powers of the Commission's internal auditor to perform (17) Paragraph 20 of the Court's 2009 report. 
4/2008 opozorilo, da finančna uredba Skupnega podjetja ne omenja pooblastil notra­ njega revizorja Komisije za revidiranje Skupnega podjetja. (17) Odstavek 20 poročila Sodišča za proračunsko leto 2009.
(18) The Internal Auditor of the Joint Undertaking has also noted that the ex-ante control approach for payments of cost claims is not effective and not well prepared to process cost claims, although the underlying transactions are legal and regular. audits of the Joint Undertaking. 
(18) Notranji revizor Skupnega podjetja je opozoril tudi na to, da pristop, v skladu s katerim se za izplačila zahtevkov za plačila uporabljajo predhodne kontrole, ni uspešen niti dobro pripravljen za obdelavo zahtevkov, čeprav so z njimi povezane transakcije zakonite in pravilne.
Although the Financial Regu­ lation of the Joint Undertaking has not yet been amended to include the powers of the Commission's internal auditor (19), the Commission and the Joint Undertaking have taken action to ensure that the respective operational roles of the Commission's Internal Audit Service and the Joint Undertaking's internal auditing function are clearly defined. 
Čeprav finančna uredba Skupnega podjetja še ni bila spreme­ njena, tako da bi vsebovala pooblastila notranjega revizorja Komisije (19), sta Komisija in Skupno podjetje sprejela ukrepe za zagotovitev jasne opredelitve operativnih vlog službe Komi­ sije za notranjo revizijo oz. funkcije notranje revizije Skupnega podjetja.
Audit Committee of the Joint Undertaking 25. 
Revizijski odbor Skupnega podjetja 25.
The Court also pointed out in its Opinion No 4/2008 that, in view of the size of the budget and the complexity of the tasks to be performed by the Joint Undertaking, an Audit Committee reporting directly to the Governing Board should be set up. 
4/2008 poudarilo tudi, da bi bilo treba glede na višino proračuna in kompleksnost nalog, ki jih opravlja Skupno podjetje, ustanoviti revizijski odbor, ki bi bil odgovoren neposredno upravnemu odboru.
The Court welcomes the decision of the Governing Board to set up an Audit Committee (20). 
Sodišče odobrava odločitev upravnega odbora o ustanovitvi revizijskega odbora (20).
Host State agreement 26. 
Gostiteljski sporazum 26.
Thehostagreementonthesiteandsupport,privileges and immunities that was signed between the Kingdom of Spain and the Joint Undertaking on 28 June 2007 states that permanent premises are to be made available to the Joint Undertaking no later than 3 years after the signing of the agreement. 
Vgostiteljskemsporazumuolokaciji,podpori,privile­ gijih in imunitetah, ki sta ga Kraljevina Španija in Skupno podjetje podpisala 28. junija 2007, je določeno, da se Skup­ nemu podjetju zagotovijo stalni prostori najkasneje v treh letih po podpisu sporazuma.
At the time of the audit, permanent premises had not been made available to the Joint Undertaking. 
V času revizije Skupno podjetje še ni imelo stalnih prostorov.
Status of the financing of the ITER project 27. 
Stanje financiranja projekta ITER 27.
InMay2010,theCommissionissuedacommunication to the European Parliament and to the Council on the status of the ITER project (21), in which it estimated that around 1,4 billion euro will be needed to meet the cost increases in the Euratom contribution to ITER in 2012 and 2013. 
Komisija je maja 2010 izdala sporočilo Evropskemu parlamentu in Svetu o stanju projekta ITER (21), v katerem je ocenila, da bo v prispevku Euratoma za ITER v letih 2012 in 2013 potrebnih okoli 1,4 milijarde EUR za pokritje povečanih stroškov.
InJuly2010,theCommissionmadeaproposalto amend the current multiannual financial framework and to meet the additional financial needs for 2012 and 2013 (22). 
Komisijajejulija2010predlagalaspremembosedanjega večletnega finančnega okvira in kritje dodatnih finančnih potreb za leti 2012 in 2013 (22).
The European Parliament and the Council did not reach an agreement on this proposal. 
Evropski parlament in Svet nista dosegla soglasja o tem predlogu.
At the time of the audit (April 2011), the financing of the EU contribution to the ITER project remained unresolved. 
V času revizije (april 2011) vprašanje financiranja prispevka EU za projekt ITER ni bilo razrešeno.
The Court notes that these developments may significantly affect the activities and the budget of the Joint Undertaking and possibly delay the Euratom contribution to the construction phase of the ITER project. 
Sodišče opaža, da bi lahko ti dogodki precej vplivali na dejavnosti in proračun Skupnega podjetja ter privedli do zamud pri zagotavljanju prispevka Euratoma k fazi izgradnje projekta ITER.
(19) See the Court's Opinion No 4/2008. 
(19) Glej Mnenje Sodišča št. 4/2008.
(20) The Audit Committee is initially established for a period of 2 years and is composed of five persons, one of them designated by Euratom. 
(20) Revizijski odbor je bil najprej ustanovljen za obdobje dveh let, sestavlja pa ga pet članov, od katerih enega določi Euratom.
(21) Communication from the Commission to the European Parliament and to the Council: ITER status and possible way forward, COM(2010) 226 final of 4 May 2010. 
(21) Sporočilo Komisije Evropskemu parlamentu in Svetu: Stanje projekta ITER in možnosti za naprej, COM(2010) 226 konč. z dne 4. maja 2010.
(22) Proposal for a Decision of the European Parliament and of the Council amending the Interinstitutional Agreement of 17 May 2006 on budgetary discipline and sound financial management as regards the multiannual financial framework, to address additional financing needs of the ITER project, COM(2010) 403 final of 20 July 2010. 
(22) Predlog sklepa Evropskega parlamenta in Sveta o spremembi Medinstitucionalnega sporazuma z dne 17. maja 2006 o prora­ čunski disciplini in dobrem finančnem poslovodenju glede večlet­ nega finančnega okvira za rešitev dodatnih potreb po financiranju projekta ITER, COM(2010) 403 konč. z dne 20. julija 2010.
EN 16.12.2011 OfficialJournaloftheEuropeanUnion C368/27 This Report was adopted by Chamber IV, headed by Mr Igors LUDBORŽS, Member of the Court of Auditors, in Luxembourg at its meeting of 25 October 2011. 
SL 16.12.2011 UradnilistEvropskeunije C368/27 To poročilo je sprejel senat IV, ki ga vodi g. Igors LUDBORŽS, član Evropskega računskega sodišča, v Luxembourgu na svojem zasedanju 25. oktobra 2011.
C 368/28 Official Journal of the European Union 16.12.2011 ANNEX European Joint Undertaking for ITER and the Development of Fusion Energy (Barcelona) Competences and activities Areas of Union competence deriving from the Treaty (Extracts from Articles 45 and 49 of the Treaty establishing the European Atomic Energy Community) Chapter 5, on ‘Joint Undertakings’, of the Treaty establishing the European Atomic Energy Community, and in particular: Article 45: ‘Undertakings which are of fundamental importance to the development of the nuclear industry in the Community may be established as Joint Undertakings within the meaning of this Treaty, in accordance with the following Articles’ Article 49: Joint Undertakings shall be established by Council decision. 
C 368/28 Uradni list Evropske unije 16.12.2011 SL PRILOGA Evropsko skupno podjetje za ITER in razvoj fuzijske energije (Barcelona) Pristojnosti in dejavnosti Področja pristojnosti Skupnosti, ki izhajajo iz Pogodbe Poglavje 5 Pogodbe o ustanovitvi Evropske skupnosti za atomsko energijo o „skupnih podjetjih“, zlasti: člen 45: (izvlečka iz členov 45 in 49 Pogodbe o ustanovitvi Evropske skupnosti za atomsko energijo) Pristojnosti Skupnega podjetja (Odločba Sveta 2007/198/Euratom) „Podjetja, ki so bistvenega pomena za razvoj jedrske industrije v Skupnosti, se lahko v skladu s členi, navedenimi v nadaljevanju, ustanovijo kot skupna podjetja v smislu te pogodbe.“ člen 49: Skupna podjetja se ustanovijo s sklepom Sveta.
Each Joint Undertaking shall have legal personality. 
Vsako skupno podjetje je pravna oseba.
Objectives — to provide the contribution of the European Atomic Energy Community (Euratom) to the ITER International Fusion Energy Organisation, — to provide the contribution of Euratom to Broader Approach Activities with Japan for the rapid realisation of fusion energy, — to prepare and coordinate a programme of activities in preparation for the construction of a demonstration fusion reactor and related facilities including the International Fusion Materials Irradiation Facility (IFMIF). 
Cilji — Zagotavljati prispevek Evropske skupnosti za atomsko energijo („Euratom“) Mednarodni organizaciji za fuzijsko energijo ITER, — zagotavljati prispevek Euratoma k dejavnostim širšega pristopa z Japonsko za hitro uresničitev fuzijske energije, — pripraviti in usklajevati program dejavnosti za pripravo gradnje demonstracijskega fuzijskega reaktorja in sorodnih naprav, vključno z Eksperimentalno obsevalno napravo za testiranje fuzijskih materialov in tehnologij (IFMIF).
Tasks — oversee preparation of the ITER project site, — provide components, equipment, materials and other resources to the ITER Organisation, — manage procurement arrangements vis-à-vis the ITER Organisation and, in particular, associated quality assurance procedures, — prepare and coordinate Euratom's participation in the scientific and technical exploitation of the ITER Project, — coordinate scientific and technological research and development activities in support of Euratom's contribution to the ITER Organisation, — provide Euratom's financial contribution to the ITER Organisation, — arrange to make human resources available for the ITER Organisation, — interface with the ITER Organisation and carry out any other activities in furtherance of the ITER Agreement. 
Naloge — Nadzoruje priprave lokacije projekta ITER, — zagotavlja komponente, opremo, materiale in druge vire Organizaciji ITER, — upravlja javna naročila v odnosu do Organizacije ITER in zlasti s tem povezane postopke zagotavljanja kakovosti, — pripravlja in usklajuje sodelovanje Euratoma v znanstvenih in tehničnih izkoriš­ čanjih projekta ITER, — usklajuje znanstvene in tehnološke raziskave in razvojne dejavnosti za podporo prispevka Euratoma Organizaciji ITER, — zagotavlja finančni prispevek Euratoma Organizaciji ITER, — zagotavlja kadrovske vire za Organizacijo ITER, — sodeluje z Organizacijo ITER in izvaja druge dejavnosti za pospeševanje Spora­ zuma ITER.
1 — Governing Board The Governing Board shall be responsible for the supervision of the Joint Under­ taking in the pursuit of its objectives and ensure close collaboration between the Joint Undertaking and its Members in the implementation of its activities. 
1 – Upravni odbor Upravni odbor je odgovoren za nadzor Skupnega podjetja pri uresničevanju njegovih ciljev in zagotavlja tesno sodelovanje med Skupnim podjetjem in njegovimi člani pri uresničevanju dejavnosti.
2 — Executive Committee The Executive Committee shall assist the Governing Board in the preparation of its decisions and shall carry out any other tasks which the Governing Board may delegate to it. 
2 – Izvršni odbor Izvršni odbor pomaga upravnemu odboru pri pripravi njegovih odločb in prevzema vse druge naloge, ki mu jih upravni odbor lahko naloži.
3 — Scientific Programme Board The Scientific Programme Board shall advise the Governing Board and the Director, as necessary, on the adoption and implementation of the project plan and work programmes. 
3 – Odbor znanstvenega programa Odbor znanstvenega programa po potrebi svetuje upravnemu odboru in direktorju pri sprejemanju in izvajanju projektnega načrta in delovnih programov.
EN 16.12.2011 OfficialJournaloftheEuropeanUnion C368/29 4 — Director The Director shall be the chief executive officer responsible for the day-to-day management of the Joint Undertaking and shall be its legal representative. 
SL 16.12.2011 UradnilistEvropskeunije C368/29 4 – Direktor Direktor je glavni izvršilni organ, ki je odgovoren za tekoče vodenje Skupnega podjetja in je njegov pravni zastopnik.
5 — External Audit Court of Auditors. 
5 – Zunanja revizija Evropsko računsko sodišče.
6 — Internal Audit Established as of 1 July 2009. 
6 – Notranja revizija Vzpostavljena od 1. julija 2009.
7 — Discharge Authority The European Parliament, on a recommendation from the Council. 
7 – Organ za razrešnico Parlament na priporočilo Sveta.
Staff at 31 December 2010 234 permanent posts provided for in the establishment plan, of which 185 posts were occupied. Other staff: — Seconded National Experts: 6 — Contract staff: 84 — Local staff: n/a — Total staff employed: 275 Allocated to (approximately): — Operational activities: 160 — Administrative tasks: 60 — Mixed tasks: 55 — Operational Contracts: 44 awarded for a total value of 826 million euro (42 launched), — Administrative Contracts: 7 awarded for a total value of 6 million euro (5 launched), — Grants: 23 for a total value of 8 million euro (16 launched), — Budget Implementation: — 99,9 % in commitment appropriations (99,8 % operational and 99 % adminis­ trative), — 63,4 % in payment appropriations (61,8 % operational and 77 % adminis­ trative), — Procurement Arrangements: — 4 for the ITER project (384,44 kIUA (1) equivalent to 615 million euro) (total of 803,7 out of 1135,9 kIUA or 66% of all the European in-kind contributions planned), — 5 for the Broader Approach Activities (98,4 kBAUA equivalent to 66 million euro out of a total of 236,4 kBAUA planned for all the European contributions), — ITER Credit Awarded: 10,4 kIUA (equivalent to 16,6 million euro). 
Viri, ki so bili Skupnemu Proračun podjetju na voljo v letu 2010 241,70 milijona EUR, od katerih se 93 % financira iz prispevka Skupnosti Število zaposlenih 31. decembra 2010 234 stalnih mest, določenih v načrtu delovnih mest, od tega 185 zasedenih; Drugi uslužbenci: — napoteni nacionalni strokovnjaki: 6 — pogodbeni uslužbenci: 84 — lokalni uslužbenci: NR — skupno število zaposlenih: 275 Ti opravljajo (približni podatki): — operativne dejavnosti: 160 — upravne naloge: 60 — obojne naloge: 55 — Operativne pogodbe: 44 sklenjenih pogodb v skupni vrednosti 826 milijonov EUR (42 se jih je začelo izvajati), — upravne pogodbe: 7 sklenjenih pogodb v skupni vrednosti 6 milijonov EUR (5 se jih je začelo izvajati), — donacije: 23 pogodb v skupni vrednosti 8 milijonov EUR (16 se jih je začelo izvajati), — izvrševanje proračuna: — 99,9 % za odobritve za prevzem obveznosti (99,8 % za operativne in 99 % za upravne), — 63,4 % za odobritve plačil (61,8 % za operativne in 77 % za upravne), — javna naročila: — 4 za projekt ITER (384,44 kIUA (1), enako vrednosti 615 milijonov EUR) (skupaj 803,7 kIUA od 1 135,9 kIUA ali 66 % vseh načrtovanih evropskih prispevkov v naravi), — 5 za dejavnosti širšega pristopa (98,4 kBAUA, enako vrednosti 66 milijonov EUR, od skupaj 236,4 kBAUA, načrtovanih za vse evropske prispevke), — pripisana vrednost ITER: 10,4 kIUA (enako vrednosti 16,6 milijona EUR).
Activities and services provided in 2010 Source: Information supplied by the Joint Undertaking. 
Dejavnosti in storitve, zagotovljene v letu 2010 Vir: Podatki, ki jih je posredovalo Skupno podjetje.
(1) IUA: ITER unit of account. 
(1) IUA: obračunska enota ITER.
C 368/30 Official Journal of the European Union 16.12.2011 EN REPLIES OF THE JOINT UNDERTAKING Comments on the budgetary and financial management Reorganisation of the Joint Undertaking and internal control systems Paragraph 16, 17 and 18 Following the management change in February 2010, F4E initiated a major reorganisation in the second half of the same year which focussed on implementation of project based management and reinforcement of the internal control environment. 
C 368/30 Uradni list Evropske unije 16.12.2011 SL ODGOVOR EVROPSKEGA SKUPNEGA PODJETJA ZA ITER IN RAZVOJ FUZIJSKE ENERGIJE Pripombe o upravljanju proračuna in finančnem poslovodenju Reorganizacija Skupnega podjetja in sistemi notranjega nadzora Odstavki 16, 17 in 18 Po spremembi poslovodenja februarja 2010 je podjetje F4E v drugi polovici istega leta uvedlo obsežno reorganizacijo, pri čemer sta bila v ospredju izvajanje poslovodenja, ki temelji na projektih, in okrepitev okolja notranjega nadzora.
As part of the reorganisation, and in response to the recommendations of the internal auditor's Financial Circuit audit, financial management was strengthened by the review of the financial circuits and the creation of a budget & finance unit in January 2011. 
V okviru reorganizacije in v odgovor na priporočila notranjega revizorja v reviziji finančnega kroga je bilo finančno poslovodenje okrepljeno z revizijo finančnih krogov in ustanovitvijo enote za proračun in finance januarja 2011.
At the same time, a financial circuit working group was established to document financial procedures, review controls and checklists and issue guidance notes improving the financial management system at F4E. 
Istočasno je bila vzpostavljena delovna skupina za finančni krog, da bi dokumentirala finančne postopke, proučila nadzor in kontrolne sezname ter objavila navodila za izboljšanje sistema finančnega poslovodenja v podjetju F4E.
In parallel, an Internal Control Coordinator has been appointed to be responsible for the overall coor­ dination of the control environment at F4E within the Budget and Finance Unit. 
Poleg tega je bil imenovan koordinator za notranji nadzor, ki je odgovoren za splošno usklajevanje nadzornega okolja v enoti za proračun in finance podjetja F4E.
The reorganisation of F4E management has continued in a steady pace throughout 2011. 
Reorganizacija poslovodenja v podjetju F4E se je zlagoma nadaljevala tudi v letu 2011.
The new financial circuits have now been fully implemented, periodical management reporting has been established and management systems are becoming fully operational. 
Novi finančni krogi so bili zdaj v celoti izvedeni, uvedli so periodično poročanje o poslovodenju, sistemi poslovodenja pa so postali v celoti funkcionalni.
Taking into account the highly specialised industrial area in which F4E is active, the organisation also applies an ISO based quality assurance system which has been active since 2009. 
Glede na to, da je podjetje F4E dejavno na visoko specializiranem industrijskem področju, od leta 2009 uporablja tudi sistem zagotavljanja kakovosti, ki temelji na standardu ISO.
Following the need of the organisation, and in order to avoid duplication of effort, QA and IC will be merged into a wider F4E Management system. 
Zaradi potreb organizacije in preprečitve podvajanja prizadevanj, bosta zagotavljanje kakovosti in notranji nadzor združena v širšem sistemu poslovodenja podjetja F4E.
IT systems Paragraph 19 F4E is fully aware of the deficits in integrating financial and budgetary data with its operational activities. 
IT-sistemi Odstavek 19 Podjetje F4E se popolnoma zaveda pomanjkljivosti pri združevanju finančnih in proračunskih podatkov s svojimi operativnimi dejavnostmi.
Among others, technical restrictions by the system owner regarding the access to financial data have led to delays in setting up management and reporting tools. 
Med drugim so tehnične omejitve lastnika sistema pri dostopu do finan­ čnih podatkov privedle do zamud pri vzpostavitvi orodij za upravljanje in poročanje.
This issue has recently been solved with an additional SLA with Budget DG. 
Ta problem so pred nedavnim odpravili z dodatnim dogovorom o ravni kakovosti storitev z GD BUDG.
Additionally, the complexity of the ITER project and subsequently the management of its underlying legal commitments, both administratively and operationally, have led to the delay in establishing one unique Contract Management System. 
Poleg tega je bila zaradi zapletenosti projekta ITER in posledično upravljanja njegovih osnovnih pravnih obveznosti, na administrativni in operativni ravni, odložena vzpostavitev enotnega sistema upravljanja pogodb.
At the preparation of the present replies, a central contract management system was in the process of being adopted by the management and an action plan is being prepared in order to redress encoding backlog and normalise the situation. 
Med pripravo trenutnih odgovorov se je vodstvo posvečalo postopku sprejemanja centralnega sistema upravljanja pogodb, pripravljal pa se je tudi akcijski načrt za odpravo zamud pri vnosu podatkov in normalizacijo razmer.
Other matters Grants and procurement Paragraph 20 F4E deems that the recommendation by the Court is indeed already implemented by the processes and publication strategy in place. 
Druge zadeve Dotacije in javna naročila Odstavek 20 V podjetju F4E menijo, da so priporočila sodišča že izvedena z uveljavljenimi postopki in strategijo obja­ vljanja.
It should be noted that in areas where the industry is less specialised F4E has received up to 33 offers in replies to its calls for tender, which clearly shows that the problem does not intrinsically belong to the communication and information methods used by F4E, but rather lies with the specialised nature of the industry as underlined by the Auditor himself. 
Treba je poudariti, da je za področja, za katera je industrija manj specializirana, podjetje F4E prejelo do 33 ponudb v odgovor na razpis, kar jasno dokazuje, da problem resnično ni povezan z metodami komunikacije in obveščanja podjetja F4E, ampak je posledica specializiranosti industrije, kar je poudaril tudi revizor.