natgillin/translations-raw huggingface dataset:
The programmes were set to support broadly defined priorities: decommissioning, environmental upgrading, modernisation and replacement of conventional generating capacity, other consequential measures contributing to modernisation of energy production, transmission and distribution and to securing energy supply and improving energy efficiency. 
Programi so bili namenjeni podpiranju široko opredeljenih prednostnih nalog, kot so: razgradnja, sanacija okolja, modernizacija in nadomestitev s konvencionalnimi proizvodnimi zmogljivostmi, drugi iz tega izhajajoči ukrepi, ki prispevajo k modernizaciji proizvodnje, prenosa in distribucije energije ter k večji zanesljivosti oskrbe z energijo in boljši energetski učinkovitosti.
The total cost and the relative importance of these priorities, the EU‘s share of it and time limits for EU intervention were not defined. 
Skupni stroški in relativna pomembnost teh prednostnih nalog ter delež EU pri tem in roki za njeno posredovanje niso bili določeni.
Ceilings on funding available were set for each financial framework7. 
Za vsak finančni okvir so bile za razpoložljiva sredstva določene zgornje mejne vrednosti7.
6 It is an EU legal requirement that the mobilisation of EU resources must be preceded by an evaluation to ensure that the resultant benefits are in proportion to the resources applied (see Council Regulation (EC, Euratom, ECSC) No 2333/95 of 18 September 1995 amending the Financial Regulation of 21 December 1977 applicable to the general budget of the European Communities (OJ L 240, 7.10.1995, p. 
6 V skladu z zakonsko zahtevo EU mora biti pred uporabo sredstev EU izvedena ocena, s katero se zagotovi, da so izhajajoče koristi sorazmerne z uporabljenimi sredstvi (glej Uredbo Sveta (ES, Euratom, ESPJ) št. 2333/95 z dne 18. septembra 1995 o spremembi finančne uredbe z dne 21. decembra 1977, ki se uporablja za splošni proračun Evropskih skupnosti (UL L 240, 7.10.1995, str.
1); see also Article 27(4) of Council Regulation (EC, Euratom) No 1605/2002 of 25 June 2002 on the Financial Regulation applicable to the general budget of the European Communities (OJ L 248, 16.9.2002, p. 
1); glej tudi člen 27(4) Uredbe Sveta (ES, Euratom) št. 1605/2002 z dne 25. junija 2002 o finančni uredbi, ki se uporablja za splošni proračun Evropskih skupnosti (UL L 248, 16.9.2002, str.
7 In its document ‘A Budget For Europe 2020’, Part I, COM(2011) 500 final of 29 June 2011, the Commission proposes the continuation of the EU financial support for decommissioning for the period 2014–20 (Heading — Smart and inclusive growth). 11 Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
7 Komisija v svojem sporočilu „Proračun za strategijo Evropa 2020“, Del I, COM(2011) 500 konč. z dne 29. junija 2011 predlaga, da se finančna podpora EU za razgradnjo v obdobju 2014–2020 nadaljuje (Razdelek – Pametna in vključujoča rast). 11 Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
FIGURE 3 BREAKDOWN OF EU SUPPORT BY PROGRAMME UTILISATION AND MANAGEMENT OF EU FINANCIAL ASSISTANCE 9. 
DIAGRAM 3 RAZČLENITEV PODPORE EU PO PROGRAMIH UPORABA IN UPRAVLJANJE FINANČNE POMOČI EU 9.
As shown in Figure 3, total EU funding amounts to 2 850 million euro for the 1999–2013 period. 
Kot prikazuje diagram 3, skupno financiranje EU za obdobje 1999–2013 znaša 2 850 milijonov EUR.
At 31 December 2010, the Commission had committed over 70 % of the EU financial contribution (or 2 066 million euro). 
Na dan 31. decembra 2010 so prevzete obveznosti Komisije predstavljale več kot 70 % finančnega prispevka EU (ali 2 066 milijonov EUR).
Payments to contractors stood at 1 030 million euro, representing almost half of committed amounts8. 
Plačila pogodbenim izvajalcem so znašala 1 030 milijonov EUR, kar je skoraj polovica dodeljenih zneskov8.
Out of this amount, some 60 % and 40 % respectively went to decommissioning and mitigation measures. 
Ukrepom za razgradnjo je bilo namenjenih približno 60 %, ukrepom za blaženje posledic pa približno 40 % tega zneska.
An overview of the programmes’ financial flows is presented in Annex II. 
Pregled finančnih tokov programov je predstavljen v Prilogi II.
In line with the relevant provisions9, the Commission delegated the management of most (83 %) of the EU financial assistance for the country programmes to the European Bank for Reconstruction and Development (EBRD) which had managed nuclear safety projects and decommissioning facilities since the early 1990s. 
Komisija je v skladu z ustreznimi določbami9 upravljanje večine (83 %) finančne pomoči EU za programe držav prenesla na Evropsko banko za obnovo in razvoj (EBOR), ki projekte jedrske varnosti in obrate za razgradnjo upravlja od začetka devetdesetih let prejšnjega stoletja.
To this end, together with some European countries, three International Decommissioning Support Funds were set up in 200110. 
V ta namen so bili leta 2001 v sodelovanju z nekaterimi evropskimi državami ustanovljeni trije mednarodni podporni skladi za razgradnjo10.
A Framework Agreement was signed between the recipient countries, the EBRD and the fund donors (see footnote 10). 
Države prejemnice, EBOR in donatorji v sklad so podpisali okvirni sporazum (glej opombo 10).
8 The Commission earmarks appropriations to the specific agreements signed with the intermediary bodies (or, in some cases, with the beneficiaries) through the authorisation of individual commitments. 
8 Komisija odobrena proračunska sredstva namenja posameznim sporazumom, podpisanim s posredniškimi organi (ali, v nekaterih primerih, z upravičenci), z odobritvijo posameznih obveznosti.
Payments are subsequently authorised on this basis to intermediary bodies, which then allocate these resources to specific projects and contracts. 
Na podlagi tega se potem odobrijo plačila posredniškim organom, ki jih nato dodelijo posameznim projektom in pogodbam.
Ultimately, the resources are disbursed by the intermediary bodies to the contractors. 
Na koncu posredniški organi sredstva razdelijo izvajalcem.
9 The Financial Regulation No 1605/2002 (see Articles 53 to 57) provides that subject to certain conditions, the Commission may delegate its implementation tasks. 
9 Finančna uredba št. 1605/2002 (glej člene 53 do 57) določa, da lahko Komisija pod določenimi pogoji prenese svoje naloge izvrševanja.
Moreover, the Accession Treaties and the relevant Council Regulations provide specifically that the Commission could do this. 
Da lahko Komisija to stori, je posebej določeno tudi v pristopnih pogodbah in ustreznih uredbah Sveta.
10 TheEUisthemaincontributor to the three International Decommissioning Support Funds (96 % of the total). 
10 EUvvsetrimednarodne podporne sklade za razgradnjo prispeva največ sredstev (96 %).
Other European donors have contributed 60 million euro. 
Ostali evropski donatorji prispevajo 60 milijonov EUR.
These are: Belgium, Denmark, Germany, Ireland, Greece, Spain, France, Luxembourg, the Netherlands, Austria, Poland, Finland, Sweden, the United Kingdom, Norway and Switzerland. 
To so: Belgija, Danska, Nemčija, Irska, Grčija, Španija, Francija, Luksemburg, Nizozemska, Avstrija, Poljska, Finska, Švedska, Združeno kraljestvo, Norveška in Švica.
Since 2004, the EU is the only contributor. 
Od leta 2004 je EU edina donatorica.
12 Programme EU contribution (million euro) Percentage of the total Kozloduy 870 30,5 % Ignalina 1 367 48,0 % Bohunice 613 21,5 % Total 2 850 100 % Source: Legal bases and Commission’s accounting. Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
12 Program Prispevek EU (v mio EUR) Delež Kozloduj 870 30,5 % Ignalina 1 367 48,0 % Bohunice 613 21,5 % Skupaj 2 850 100 % Vir: Pravne podlage in računovodstvo Komisije. Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
Under the framework of the Council Regulations, the EBRD is required to manage the public funds allocated to the programmes for decommissioning nuclear power plants and monitoring the financial management of these programmes so as to optimise the use of public money. 
EBOR je v okviru uredb Sveta zadolžena za upravljanje javnih sredstev, dodeljenih programom za razgradnjo jedrskih elektrarn, in spremljanje finančnega upravljanja teh programov, da se zagotovi čim boljša uporaba javnega denarja.
In addition, the EBRD should carry out the budget tasks entrusted to it by the Commission in line with the requirements of the Financial Regulation11. 
Ob tem mora opravljati naloge, povezane s proračunom, ki ji jih v skladu z zahtevami finančne uredbe11 zaupa Komisija.
In addition, for Lithuania, the Commission delegated part of the assistance to a parallel structure, the Central Project Management Agency12 (CPMA). 
Poleg tega je Komisija del pomoči za Litvo prenesla na vzporedno strukturo, tj. Centralno agencijo za vodenje projektov12.
This followed consideration that the country had an appropriate national implementation structure. 
To je storila na podlagi mnenja, da ta država razpolaga z ustrezno nacionalno izvajalsko strukturo.
The agency’s management responsibilities are similar to those of the EBRD. 
Agencija ima glede upravljanja podobne odgovornosti kot EBOR.
The three recipient countries propose projects for assistance in consultation with the EBRD or the CPMA. 
Vse tri države prejemnice predlagajo projekte pomoči v posvetovanju z EBOR ali Centralno agencijo za vodenje projektov.
In the case of the three support funds, the assemblies of donors (where the Commission is represented) approve the projects. 
Pri vseh treh podpornih skladih projekte odobrijo skupščine donatorjev (kjer je zastopana Komisija).
In 2007, a Member States’ Management Committee was put in place to assist the Commission in the implementation of the assistance programmes. 
Leta 2007 je bil ustanovljen upravljavski odbor držav članic, da bi Komisiji pomagal pri izvajanju programov pomoči.
The contribution may amount up to 100 % of project costs. 
Prispevek lahko pokriva do 100 % stroškov projekta.
There is however, an expectation that every effort should be made to continue the co-financing practice established under the pre-accession assistance13. 
Pričakuje pa se, da se vsa prizadevanja usmerijo v nadaljevanje prakse sofinanciranja, vzpostavljene v okviru predpristopne pomoči13.
External contractors under the responsibility of the grant recipients usually execute projects14. 
Projekte običajno izvajajo zunanji izvajalci pod odgovornostjo prejemnikov donacij14.
The relevant national authorities, the EBRD or the CPMA monitor the project execution. 
Izvajanje spremljajo ustrezni nacionalni organi, EBOR ali Centralna agencija za vodenje projektov.
On the basis of their reports, the assemblies of donors and the Commission, respectively, supervise the implementation of the projects. 
Na osnovi njihovih poročil skupščine donatorjev in Komisija nadzirajo izvajanje projektov.
The Commission is ultimately responsible for the use of EU funds, which are managed by its Directorate-General for Energy. 
Končno odgovornost za uporabo sredstev EU, ki jih upravlja Generalni direktorat za energetiko, nosi Komisija.
11 See Council Regulation No 647/2010 of 13 July 2010 (Bulgaria), Council Regulation No 1990/2006 of 21 December 2006 (Lithuania) and Council Regulation No 549/2007 of 14 May 2007 (Slovakia). 
11 Glej Uredbo Sveta št. 647/2010 z dne 13. julija 2010 (Bolgarija), Uredbo Sveta št.
The EBRD manages EU funds under the ‘joint management’ mode of budget implementation, which involves the delegation of management functions to international organisations. 
EBOR sredstva EU upravlja po načinu„skupnega upravljanja“ izvrševanja proračuna, ki vključuje prenos funkcij upravljanja na mednarodne organizacije.
Delegation is subject to application of standards for accounting, audit, internal control and procurement procedures that offer guarantees equivalent to internationally accepted standards (Article 53d of Regulation No 1605/2002). 
Slednje morajo v svojih računovodskih in revizijskih postopkih, postopkih notranje kontrole in postopkih za javno naročanje uporabljati standarde, ki zagotavljajo enaka jamstva kot mednarodno sprejeti standardi (člen 53d Uredbe št. 1605/2002).
12 The CPMA manages EU funds under the ‘indirect centralised management’ mode of budget implementation, which involves the delegation of selected tasks by the Commission to a national agency. 
12 Centralna agencija za vodenje projektov sredstva EU upravlja po načinu „neposrednega centraliziranega“ izvrševanja proračuna, ki vključuje prenos izbranih nalog s Komisije na nacionalno agencijo.
Delegation is subject to application of standards for accounting, audit, internal control and procurement procedures which offer guarantees equivalent to internationally accepted standards (Articles 53a, 54 to 57 of Regulation No 1605/2002). 
Slednja mora v svojih računovodskih in revizijskih postopkih, postopkih notranje kontrole in postopkih za javno naročanje uporabljati standarde, ki zagotavljajo enaka jamstva kot mednarodno sprejeti standardi (členi 53a, 54 do 57 Uredbe št. 1605/2002).
The CPMA manages 332 million euro, or 16 % of the total support committed to three countries until the end of 2010. 
Centralna agencija za vodenje projektov upravlja 332 milijonov EUR oziroma 16 % celotne podpore, dodeljene tem trem državam do konca leta 2010.
13 The Council Regulations adopted in 2006, 2007 and 2010 envisage this possibility (see footnote 11). 
13 Tomožnostpredvidevajo uredbe Sveta, sprejete v letih 2006, 2007 in 2010 (glej opombo 11).
Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 14 AUDIT SCOPE AND APPROACH 16. 
16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi 14 OBSEG REVIZIJE IN REVIZIJSKI PRISTOP 16.
The Court’s audit covered the implementation of the three decommissioning programmes from 1999 until the end of 2010. 
Revizija, ki jo je opravilo Sodišče, je zajela izvajanje vseh treh programov razgradnje od leta 1999 do konca leta 2010.
The main objective was to assess the effectiveness of the EU-funded nuclear decommissioning programmes against their twofold objectives (see paragraph 7). 
Njen glavni cilj je bil oceniti, kako uspešni so bili programi razgradnje jedrskih elektrarn, ki jih financirala EU, pri doseganju svojih dveh ciljev (glej odstavek 7).
The audit sought to answer three questions: (a) Have programme actions for decommissioning been designed in accordance with identified needs and have they been carried out as planned so far? (b) Have programme actions to mitigate the consequences of the early closure of the reactors been designed in accordance with identified needs and have they been carried out as planned so far? (c) Have the accountability and governance arrangements been adequate to ensure an effective use of EU funds? 
Poskušala je odgovoriti na tri vprašanja: (a) Ali so dejavnosti programa za razgradnjo zasnovane v skladu z ugotovljenimi potrebami in so se doslej izvajale po načrtu? (b) Ali so dejavnosti programa za blaženje posledic predčasne zaustavitve reaktorjev zasnovane v skladu z ugotovljenimi potrebami in so se doslej izvajale po načrtu? (c) Ali je ureditev na področju odgovornosti in upravljanja ustrezna in zagotavlja uspešno uporabo sredstev EU?
The audit work included: ο a review of preparatory and legislative documentation related to the programmes and an analysis of relevant technical and financial information; ο interviews at the Commission, EBRD and CPMA, the relevant ministries of the recipient countries and the nuclear power plants; ο the review of international standards and best practice cases, in particular the decommissioning process of the Greifswald Nuclear Power Plant15; ο consultation with experts in the field of decommissioning projects; ο the review of the scope and timing of the 149 projects in the current portfolios against identified needs and overall programme objectives; and ο the assessment of the results of a judgmental sample of 22 projects (16 for ‘decommissioning’ and 6 for ‘mitigation’) with visits in all three recipient countries16. 
Revizijsko delo je vključevalo: ο pregled pripravljalnih in zakonodajnih dokumentov v zvezi s programi in analizo pomembnih tehničnih in finančnih informacij; ο pogovore v Komisiji, EBOR in Centralni agenciji za vodenje projektov, pristojnih ministrstvih držav prejemnic in jedrskih elektrarnah; ο pregled mednarodnih standardov in primerov najboljših praks, zlasti procesa razgradnje jedrske elektrarne Greifswald15; ο posvetovanje s strokovnjaki na področju projektov razgradnje; ο pregled obsega in časovnega poteka 149 projektov v trenutnih portfeljih glede na ugotovljene potrebe in splošne cilje programa ter ο oceno rezultatov nestatističnega vzorca z 22 projekti (16 za „razgradnjo“ in 6 za „blaženje posledic“) z obiski v vseh treh državah prejemnicah16.
15 Decommissioning of the Greifswald plant (Germany) is regarded as best practice by a number of international organisations (the International Atomic Energy Agency, the Nuclear Energy Agency and the Commission). 
15 Številne mednarodne organizacije (Mednarodna agencija za jedrsko energijo, Agencija za jedrsko energijo in Komisija) imajo razgradnjo jedrske elektrarne Greifswald (Nemčija) za zgled najboljše prakse.
16 Procurement procedures were subject to a limited review on the basis of the implementing bodies’ own procedures. 
16 Za postopke javnega naročanja je bil opravljen omejen pregled na podlagi lastnih postopkov izvajalskih organov.
Contracts financed via the International Decommissioning Support Funds managed by the EBRD are put out to tender by the grant recipients. 
Javna naročila, ki se financirajo prek mednarodnih podpornih skladov za razgradnjo, ki jih upravlja EBOR, razpišejo prejemniki donacij.
CPMA conducts procurements according to national public procurement rules. Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Centralna agencija za vodenje projektov izvaja javno naročanje po nacionalnih pravilih za javno naročanje. Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
15 OBSERVATIONS PROGRESS ACHIEVED IN THE DECOMMISSIONING OF THE REACTORS 18. 
15 OPAŽANJA DOSEŽEN NAPREDEK PRI RAZGRADNJI REAKTORJEV 18.
As indicated in paragraph 6, the aim of improving nuclear safety was to be achieved through the early closure of the eight non-upgradeable reactors and their subsequent decommissioning. 
Kot je navedeno v odstavku 6, naj bi bil cilj izboljšanja jedrske varnosti dosežen s predčasno zaustavitvijo in kasnejšo razgradnjo osmih reaktorjev, ki jih ni mogoče posodobiti.
Bulgaria, Lithuania and Slovakia have closed these reactors in line with their commitment. 
Bolgarija, Litva in Slovaška so te reaktorje v skladu s svojo zavezo za-ustavile.
Concerning decommissioning, important milestones have been reached, but the main process is still ahead of us. 
Kar zadeva razgradnjo, so bili doseženi pomembni mejniki, vendar je glavnina postopka še pred nami.
THE IDENTIFICATION OF DECOMMISSIONING ACTIVITIES IS STILL IN PROGRESS 19. 
OPREDELITEV DEJAVNOSTI RAZGRADNJE ŠE POTEKA 19.
The detailed planning and management of all activities to be undertaken in the decommissioning process is a key factor for its success. 
Podrobno načrtovanje in upravljanje vseh dejavnosti, ki so potrebne pri procesu razgradnje, je ključni dejavnik za uspeh slednjega.
International standards provide that prior to the implementation phase of decommissioning activities, a decommissioning plan must establish how the project will be managed. 
Mednarodni standardi določajo, da je treba pred fazo izvajanja dejavnosti razgradnje pripraviti načrt razgradnje, v katerem mora biti določeno, kako se bo projekt upravljal.
The plan should be based on a decommissioning strategy and identify the subsequent actions to be undertaken, from reactors shutdown until the final disposal or storage of waste17. 
Ta načrt mora temeljiti na strategiji razgradnje in opredeljevati potrebne kasnejše dejavnosti, od zaustavitve reaktorjev do končnega odlaganja ali skladiščenja odpadkov17.
An assessment of the decommissioning planning documents for the three plants is summarised in Figure 4. 
V diagramu 4 je povzeta ocena dokumentov načrtovanja razgradnje za vse tri jedrske elektrarne.
Several weaknesses were noted: (a) A classification and quantification of waste to be treated must be prepared to serve as basis for the adequate identification of decommissioning activities. 
Opaženih je bilo več slabosti. (a) Odpadki, ki jih je treba obdelati, morajo biti razvrščeni in količinsko opredeljeni, nato pa se na podlagi tega ustrezno določijo dejavnosti razgradnje.
In the case of the Bohunice V1 plant, a waste inventory was completed in July 2010. 
V jedrski elektrarni Bohunice V1 je bil popis odpadkov dokončan julija 2010.
In the case of Ignalina and Kozloduy plants, however, radioactive waste inventories were not complete as the concrete quantities of each type of radioactive material to be processed were not yet known (the radiological characterisation of the plants was not finished). 
V elektrarnah Ignalina in Kozloduj pa popisa radioaktivnih odpadkov nista bila popolna, ker konkretne količine posameznih vrst radioaktivnega materiala za predelavo še niso bile znane (radiološka opredelitev elektrarn še ni bila končana).
The planning documents being used by the plant operators were still based on provisional data on radioactive waste. 
Dokumenti načrtovanja, ki so jih uporabljali upravljavci elektrarn, so še vedno temeljili na začasnih podatkih o radioaktivnih odpadkih.
17 This includes the site management plan, the roles and responsibilities of the organisations involved, safety and radiation protection measures, quality assurance, a waste management plan, documentation and record-keeping requirements, a safety assessment and an environmental assessment and the criteria therefore, surveillance measures during the implementation phase, physical protection measures as required, and any other requirements established by the regulatory body (see International Atomic Energy Agency’s Safety Requirement No WS-R-5, Decommissioning of facilities using radioactive material, p. 
17 To vključuje načrt upravljanja območja, vloge in odgovornosti sodelujočih organizacij, varnostne ukrepe in ukrepe za zaščito pred sevanjem, zagotavljanje kakovosti, načrt za ravnanje z odpadki, zahteve glede dokumentacije in vodenja evidence, oceno varnosti in okoljsko oceno ter s tem povezana merila, ukrepe nadzora med fazo izvajanja, po potrebi ukrepe fizične zaščite ter vse druge zahteve, ki jih določi regulativni organ (glej Mednarodna agencija za jedrsko energijo, Safety requirement No WS-R-5 (Varnostna zahteva št. WS-R-5), Decommissioning of facilities using radioactive material (Razgradnja obratov, ki uporabljajo radioaktivne materiale), str.
10, Vienna, 2006, and the technical document No 1394, ‘Planning, managing and organising the decommissioning of nuclear facilities:lessonslearned’,Vienna, May 2004). 
10, Dunaj, 2006 in tehnični dokument št.