natgillin/translations-raw huggingface dataset:
INTERINSTITUTIONAL COOPERATION: THE CENTRE’S SECOND MISSION A. What is interinstitutional cooperation?
MEDINSTITUCIONALNO SODELOVANJE –DRUGANALOGA CENTRA A. Kaj je medinstitucionalno sodelovanje? B.
Human resources 2.
Človeški viri 2.
Financial resources 3.
Človeški viri 3.
Public procurement and legal affairs 4.
Javna naročila in pravne zadeve 4. Notranja revizija C.
Data quality and accessibility 3.
Kakovost in dostopnost podatkov 3.
Security of information systems 4.
Varnost informacijskih sistemov 4.
Change of Internet and e-mail address: cdt.europa.eu
Sprememba naslovov spletnih strani in elektronske pošte: cdt.europa.eu
Dear Reader,
Spoštovani bralci,
You have in your hands the 2006 annual report of the activities of the Translation Centre, which differs somewhat from similar reports in the past.
Pred vami je letno poročilo Prevajalskega centra za organe Evropske unije o delu za leto 2006, ki se močno razlikuje od poročil iz prejšnjih let.
The report presents, of course, the main general activities of the Centre supported by key indicators and statistics related to its translation output, staffing and budgetary outturn. But it also includes a stronger focus on the Centre’s clients and stakeholders insofar as it presents individual Client ID cards outlining the main services provided for each of the m.
Čeprav, kot navadno, pričujoče poročilo opisuje glavne, splošne dejavnosti Centra, predstavljene s pomočjo statističnih podatkov in ključnih kazalnikov v zvezi z obsegom prevajanja, kadrovskim načrtom in proračunskimi rezultati, pa posveča več pozornosti strankam Centra in drugim zainteresiranim stranem in sicer tako, da je za vsako stranko predstavljeno stanje, ki povzema glavne storitve, ki jih je opravil zanjo.
This reflects the new governance and readjusted strategies of the Centre brought about during 2006.
Na ta način se odražajo nove prakse upravljanja in strateške usmeritve, ki jih je Center sprejel med letom 2006.
During the almost 13 years of existence of the Translation Centre, the EuropeanUnion has experienced three enlargements, with its membership increasing from 12 to 27, and its official languages from 9 to 23 as of 2007.
V trinajstih letih obstoja Centra je Evropska unija (EU) doživela tri širitve, število članic se je od 12 povzpelo na 27 in število uradnih jezikov od 9 na 23 leta 2007.
At the same time, the institutional setup has also changed.
Vzporedno s tem se je spreminjala tudi institucionalna struktura.
Inter alia, the number of Regulatory Agencies for which the Centre works has grown substantially.
Zlasti se je močno povečalo število agencij, za katere dela Center.
Moreover, the legal framework has developed, with changes notably in the EU Financial and Staff Regulations, introducing new procedures with which the CdT is faced.
Nadalje se je spremenil pravni okvir, zlasti na področju finančnih ureditev in kadrovskih predpisov za uradnike in pogojev za zaposlitev drugih uslužbencev Evropskih skupnosti, zaradi česar se Center sooča z novimi postopki.
These changes have had an impact on the governance of the Centre.
Vse te spremembe so vplivale na upravljanje Centra.
The issues dealt with by theManagementBoard have become more wide-ranging and complex.
Vprašanja, ki jih obravnava upravni odbor, so postala bolj raznolika in obširnejša.
The size of theManagementBoard also has mushroomed, since the new Agencies and the new Member States automatically become members, by virtue of the governing Regulation.
Poleg tega se je povečala velikost upravnega odbora, saj so nove agencije in nove države članice v skladu z veljavno uredbo samodejno postale njegove članice.
At the end of 2006, theManagementBoard counted 55 Members, and the number continues to rise.
Konec leta 2006 je upravniodbor štel 55 članov, ta številka pa še narašča.
As a consequence, the quorum necessary to take decisions – the required minimum presence was 37 members – also continues to increase.
Posledično se povečuje tudi število, potrebno za sklepčnost pri sprejemanju odločitev – najmanjša zahtevana prisotnost je bila 37 članov.
Moreover, during the past year, the Centre and its management structure has experienced a number of changes and challenges going far beyond normal administrative and day-to-day business.
V teku preteklega leta so se Center in ljudje, ki ga vodijo, med drugim soočili z različnimi spremembami in izzivi, ki močno presegajo običajna upravna vprašanja in vsakdanje upravljanje.
Most importantly, after a protracted recruitment process, theManagementBoard appointed a new Director for the Centre, . .
Upravniodbor je po zlasti dolgem izbirnem postopku imenoval novo direktorico Centra, gospo GailėDagilienė, ki je službo nastopila 1. maja 2006.
Ms Gaile Dagiliene, who took up her post on 1 May 2006.
V letu 2006 se je nadaljeval razvoj storitev Centra, ne samo zaradi širitve in prisotnosti novih jezikov, ampak tudi zaradi vse večjih potreb strank po storitvah Centra.
Ms Marie-Anne Fernández for her commitment after having assumed the task of Acting Director for almost one and a half years.
Prevodi, ki jih naroči ta agencija (znamke in drugi dokumenti), predstavljajo 7 0% vsega obsega dela Centra, kar znaša skoraj 500.000 strani.
During 2006 the Centre’s services continued to grow, not only due to enlargement and the arrival of new languages, but also through increasing reliance of the clients on the Centre’s services.
Poleg vseh omenjenih pozitivnih tendenc, je tudi finančno stanje Centra dobro, proračunski organ je torej lahko na podlagi revizijskih poročil Centru podal pozitivno izjavo o zanesljivosti za leto 2006. Kljub temu se je Center v letu 2006 moral soočiti z nekaterimi kritičnimi vprašanji.
This is notably the case for the Office for the Harmonization in the Internal Market, whose demand for translation of trademarks and related documents now represent more than 70% of the Centre’s total output of almost 500 000 pages.
Med njimi je nerešeno vprašanje prostorov Centra, ki se odlaga že dolgo časa in za katerega do danes ni bila najdena niti kratkotrajna niti dolgotrajna rešitev.
The development of the Centre’s services, the new client
Pa vendar se v letu 2007 pojavljajo nekatera
During 2007 there are however some positive signs in sight.
pozitivna znamenja.
Another issue relates to the payment of employers’ contributions, where the issue has been brought to the European Court of Justice and is still pending.
Nerešeno ostaja tudi vprašanje ureditve glede prispevkov delodajalca, ki je bilo predano Sodišču Evropskih skupnosti.
These issues are sensitive and they have therefore required guidance and a strong proactive monitoring by theManagementBoard .
To so občutljiva vprašanja in torej potrebujejo usmeritve in znatno mero pozornosti s strani upravnega odbora.
Beyond the above, the year 2006 can be defined as another successful year for the Centre, and we can be confident that the Centre will experience further progress in 2007.
Vendar pa je bilo kljub omenjenim težavam leto 2006 znova uspešno in prepričani smo, da bo Center zabeležil nove uspehe tudi v letu 2007.
As the chairman of theManagementBoard for the fourth consecutive year, I continue to appreciate the commitment and professionalism of the staff of the Centre and the direct and collegial relationships that we have be enable to construct within the Centre’s ManagementBoard and with the whole management team of the Centre.
Kot predsednik upravnegaodbora že četrto zaporedno leto cenim zavzetost in profesionalnost osebja Centra, kot tudi neposredne in pristne odnose, ki smo jih znali vzpostaviti z upravnim odborom in v so vodstveno ekipo Centra.
Karl-Johan Lönnroth Chairman of theManagementBoard
Karl-Johan Lönnroth Predsednik upravnegaodbora
MANAGEMENTBOARD
UPRAVNIODBOR
TheManagementBoard (
Upravniodbor (
) plays a key role in the life of the Translation Centre, which was particularly active in 2006.
) ima pri delovanju Centra, ki se je zlasti v letu 2006 izkazalo kot zelo uspešno, pomembno vlogo.
In addition to its responsibilities in the budget sphere, planning and strategic management, it also has powers to appoint the Centre’s Director.
Poleg odgovornosti na področju proračuna, pri načrtovanju in strateškem upravljanju, je pristojen tudi za imenovanje direktorja Centra.
This position fell vacant in January 2005 and was advertised in the Official Journal of the EuropeanUnion of 24 March 2005 (2
To delovno mesto, ki se je sprostilo januarja 2005, je bilo 24. marca 2005 objavljeno v Uradnem
A pre-selection procedure conducted in accordance with the provisions of the Founding Regulation of the Translation Centre (3) by the European Commission resulted in the drawing-up of a list of candidates (4).
) izvaja Evropska komisija, je omogočil oblikovanje seznama kandidatov (
The three candidates proposed by the Commission were interviewed by theManagementBoard at an extraordinary meeting on 1 February 2006, following which it was decided to appoint . . . .
Tri kandidate, ki jih je predlagala Komisija, je upravniodbor zaslišal na izredni seji 1. februarja 2006.
Ms Gaile Dagiliene as Translation Centre Director.
Po zaključku tega pregleda se je upravniodbor odločil, da za direktorico Centra imenuje gospo Gailė Dagilienė.
Ms Gaile Dagiliene took up her post on 1 May 2006.
Gospa GailėDagilienė je prevzela dolžnosti 1. maja 2006.
TheManagementBoard also held two ordinary meetings, on 22 March and 25 October 2006, at which it gave its opinion on the draft statements submitted by the Translation Centre in the areas of its budget and strategy.
Upravniodbor je imel tudi dve redni seji 22. marca in 25. oktobra 2006.
It also evaluated the Translation Centre’s performance levels, followed up recommendations arising from the audit by the Commission’s Internal Audit Service, and examined key issues.
Na sejah je lahko odbor zlasti izrazil mnenje o predlogih, ki jih je predstavil Center na področju proračuna in na strateškem področju, in ocenil uspešnost Centra, izvajanje priporočil iz revizije Službe Komisije za notranjo revizijo ter nadaljeval s pregledom ključnih vprašanj.
TheManagementBoard ruled favourably on the Translation Centre’s draft statements, as described below.
Upravniodbor se je strinjal s spodaj opisanimi predlogi Centra.
As regards the draft budget for the 2007 financial year presented by written procedure in December, some members of theManagementBoard deemed discussion to be necessary with a view to clarifying certain aspects of the draft.
V zvezi z osnutkom proračuna za proračunsko leto 2007, ki je bil predložen decembra s pisnim postopkom, so nekateri člani upravnegaodbora ocenili, da je nujna razprava za pojasnitev več vidikov tega predloga.
For these reasons, Mr Karl-Johan Lönnroth, Chairman of theManagementBoard , decided to call an extraordinary meeting to be held on 25 January 2007.
Zaradi tega je predsednik upravnegaodbora Karl-Johan Lönnroth sklical izredno sejo 25. januarja 2007.
Financial and budget matters The first amending budget for 2006, aimed at entering as revenue the amount corresponding to the 2005 outturn for the financial year, increasing the expenditure appropriations of auxiliary staff posts, IT and external translation services, the
Finance in proračun Prva sprememba proračuna za leto 2006, katere namen je bil vpis zneska, ki ustreza izidu proračunskega leta 2005, med prihodke, povečanje odhodkov delovnih mest za pomožno osebje, informatika in zunanje prevajalske storitve, podpora zamožno pridobitev stalnih prostorov, podpis novega sporazuma o sodelovanju z Izvajalsko agencijo za izobraževanje, avdiovizualno področje in kulturo, povečanje rezervacij za prispevke delodajalca v pokojninski sistem.
Details of the composition of theManagementBoard are given in Annex 1 to this report. OJ C 75 A, 24.3.05, p. 1.
Sestava upravnegaodbora je podrobno predstavljena v Prilogi 1 k temu poročilu. UL C 75 A, 24.3.2005, str. 1.
Article 9(1) of Council Regulation (EC) No 2965/94 of 28 November 1994 setting up a Translation Centre for bodies of the European Union, most recently amended by Council Regulation (EC) No 1645/2003 of 18 June 2003 (OJ L 245, 29.9.03, p. 13).
Člen 9(1)Uredbe Sveta (ES) št. 2965/94 z dne 28. novembra 1994 o ustanovitvi Prevajalskega centra za organe Evropske unije, nazadnje spremenjena z Uredbo Sveta (ES) št. 1645/2003 z dne 18. junija 2003. (UL L 245, 29.9.2003, str. 13). Sklep Komisije z dne 17. januarja 2006.
The second amending budget for 2006, aimed at taking account, on the one hand, of the updating of payments from clients, based on new forecasts of translation volumes (483 100 pages instead of 415 500, or a 16% rise), and on the other, the signing of two new collaboration agreements, one with the Intelligent Energy Executive Agency (IEEA) and one with the European Police College (CEPOL), increasing provision for bank interest and expenditure appropriations for external translation services in the wake of the increase in volume of work, and, lastly, various adaptations to the establishment plan.
namesto 415.500 strani, kar je 16-odstotno zvišanje) in na drugi strani podpisa dveh novih sporazumov o sodelovanju z Izvajalsko agencijo za inteligentno energijo in Evropsko policijsko akademijo, zvišanje pričakovanih bančnih obresti in odhodkov za storitve zunanjegaprevajanja zaradi povečanja količine dela ter, nazadnje, različnih prilagoditev kadrovskega načrta.
The preliminary budget for 2007, characterised by a forecast activity volume of 460 000 pages, an estimated revenue of EUR 30 million, and an establishment plan comprising 200 posts, including 150 posts for temporary staff and 50 for officials.
Glavne značilnosti predhodnega proračuna za leto 2007 so količina načrtovanega dela 460.000 strani, ocena prihodkov 30 milijonov EUR, kadrovski načrt, ki zajema 200 delovnih mest, od katerih je 150 začasno zaposlenih in 50 uradnikov.
General guidelines Activity report for 2005: This report plays an important role in terms of monitoring the programme of work and the strategic guidelines.
Splošne smernice Poročilo o delu za leto 2005: to poročilo ima pomembno vlogo pri spremljanju delovnega načrta in strateških smernic.
It provides theManagementBoard with a comprehensive account of the performance levels achieved and financial and operational management.
Upravnemu odboru zagotavlja izčrpno poročilo o učinkovitosti ter operativnem in finančnem upravljanju.
Translation Centre strategy for the 2007/2008 period: TheManagementBoard welcomed the Translation Centre’s new guidelines.
Strategija Centra za obdobje 2007/2008: upravniodbor je pozdravil nove smernice Centra, katerih cilj je z vrsto ukrepov – proaktivni pristop do strank, okrepitev ukrepov za izboljšanje kakovosti in optimizacijo organizacijske strukture Centra – doseči še večje zadovoljstvo strank.
Report of the Commission’s Internal Audit Service of 28 October 2005 on the Translation Centre’s implementation of the internal control standards: On the basis of the 28 recommendations arising from said report, the Translation Centre drew up an action plan staggered over 2006 and 2007.
Poročilo službe Komisije za notranjo revizijo z dne 28. oktobra 2005 o izvajanju standardov notranjega nadzora v Centru: na podlagi 28 priporočil iz tega poročila je Center oblikoval akcijski načrt, porazdeljen na leti 2006 in 2007.
By virtue of these measures, it will be in a position to improve the effectiveness and efficiency of its operations and to ensure the use of resources while respecting the principle of cost-effectiveness.
Zaradi teh ukrepov bo neposredno izboljšal učinkovitost in uspešnost delovanja ter zagotovil uporabo sredstev v smislu najboljšega razmerjamed stroški in učinkovitostjo.
KEY ISSUES
KLJUČNA VPRAŠANJA
Employer’s contribution to the Community pension scheme TheManagementBoard further looked into the issue of the Translation Centre’s payment of the employer’s contribution to the Community pension scheme.
Prispevek delodajalca v pokojninski sistem Skupnosti Upravniodbor je nadaljeval s pregledom vprašanja o plačilu prispevka delodajalca v pokojninski sistem Skupnosti s strani Centra.
This matter is closely linked to the rules governing the Translation Centre since the rules applicable in this field differ according to whether a self-financed agency or a totally or partially subsidised agency is involved.
To vprašanje je tesno povezano s statutom Centra, ker so pravila, veljavna na tem področju, različna glede na agencijo, ki se financira sama, ali agencijo, ki je delno ali v celoti subvencionirana.
In the first scenario, the employer’s share of said contributions is paid by the agency, and in the second it is the Commission that pays the contributions on behalf of agencies.
Glede na te informacije je odbor izdal mnenje (5), v katerem zlasti poudarja, da ima Center, katerega ena od nalog je sodelovanje z Medinstitucionalnim odborom za prevajanje in tolmačenje in ki zato prejema subvencijo iz splošnega proračuna EU, lastnosti subvencionirane agencije.
Seat of the Translation Centre Over the years, theManagementBoard has examined a number of building projects designed to establish the agency’s permanent seat, but without success.
Sedež Centra V preteklih letih je upravniodbor preučil različne načrte stavbe, v kateri naj bi bil stalni sedež Agencije, vendar brez uspeha.
This situation is, unfortunately, how things stand in 2006.
Na žalost je bilo stanje leta 2006 še vedno enako.
A proposal from the Luxembourg authorities has, however, opened up new avenues.
Predlog luksemburških oblasti je kljub vsemu odprl nove možnosti.
There are two aspects to this proposal: a medium-term solution involving the rental of a building designed to house some of the Centre’s services in addition to its premises in the Nouvel Hémicycle building and a long-term solution establishing the Translation Centre’s permanent seat in one of the towers on the Kirchberg plateau in 2012.
Ta vsebuje dva dela: srednjeročno rešitev, ki pomeni najem stavbe, v kateri bi lahko namestili del služb Centra kot dopolnilo prostorom v stavbi Nouvel hémicycle, in dolgoročno rešitev, katere cilj je preselitev stalnega sedeža Centra v enega od stolpov na platoju Kirchberg leta 2012.
This dual proposal was submitted to theManagementBoard together with two other projects that may meet the Translation Centre’s additional space requirements in the short term.
Ta dvojni predlog je bil predstavljen upravnemu odboru skupaj z dvema drugima predlogoma, ki bi lahko kratkoročno zadovoljila potrebe po dodatnih prostorih Centra.
TheManagementBoard welcomed this approach and authorised its Chairman to continue negotiations with the Luxembourg authorities regarding the two aspects of the proposal and also to embark upon a financial, technical and qualitative analysis of the various options envisaged.
Upravniodbor se veseli tega napredka in je pooblastil predsednika, da nadaljuje pogajanja z luksemburškimi oblastmi o obeh delih predloga ter o nadaljevanju finančne, tehnične in kakovostne analize različnih načrtovanih možnosti.
A report on this matter would be submitted to theManagementBoard in early 2007.
Upravnemu odboru je treba v zvezi s tem predložiti poročilo v začetku leta 2007.
INTRODUCTION BY THE DIRECTOR ACTIVITIES AND ADMINISTRATION OF THE CENTRE
DIREKTORJEV UVOD DEJAVNOSTI INUPRAVLJANJE CENTRA
On 1 May 2006, I started my five-year term of office as Director of the Translation Centre for the Bodies of the European Union.
Dne 1. maja 2006 sem pričela svoj petletni mandat kot direktorica Prevajalskega centra za organe Evropske unije.
My first action was to analyse the situation at the Centre.
Moja prva naloga je bila analizirati stanje samega Centra.
To that end, I carried out a host of discussions with all sections, went over the various processes with those in charge and talked to each and every one of the staff in groups and in private.
V ta namen sem opravila več razgovorov z vsemi oddelki, z odgovornimi zaposlenimi sem pregledala potek postopkov ter se pogovorila z vsem osebjem, tako v skupinah kot tudi osebno.
I was pleased to find that I had ‘inherited’ a well-designed, computerised, systematised and disciplined organisation.
Z zadovoljstvom ugotavljam, da sem „podedovala“ dobro organizirano in strukturirano, računalniško podprto, sistematizirano in disciplinirano organizacijo.
Naturally, like all organisations, the Centre has certain areas of improvement which I consider it my responsibility to tackle.
Enako kot druge organizacije so tudi v Centru nekatera področja, ki jih je mogoče izboljšati, kar štejem za svojo dolžnost.
To my mind, the most important of these would be a change of focus.
Osebno menim, da je med njimi najpomembnejša sprememba osredotočenosti.
As I mentioned, the Centre is running on well-oiled wheels; yet sometimes you get the impression that its main focus is on the wheels themselves.
Center, kot že omenjeno, deluje kot dobro naoljen mehanizem, vendar pa včasih da je občutek, da je glavna osredotočenost njegovega delovanja prav mehanizem sam.
Such an attitude is appropriate for the present; however, if we do not change our attitude today, tomorrow may be too late.
Takšno stališče je trenutno sicer ustrezno, vendar pa utegne biti jutri, če danes svojega pogleda ne spremenimo, prepozno.
Looking strategically into the future, I would outline as our main target our preparation to be competitive in the market.
Glede na strateški pogled v prihodnost želim poudariti, da je naš glavni cilj priprava za doseganje konkurenčnosti na trgu.
Our clients are the Centre’s main reason for existence; the focus should thus primarily be on the clients’ needs.
Glavni razlog za obstoj Centra predstavljajo stranke, zato mora biti Center v prvi vrsti osredotočen prav na njihove potrebe.
What makes a client happy?
Kaj stranki prinaša zadovoljstvo?
It involves offering a good price, complying with the deadline set and providing high quality.
Nedvomno so to dobra cena, spoštovanje dogovorjenih rokov ter zagotavljanje kakovosti.
Though there is little room for manoeuvre regarding price, I suggest returning the surplus for 2006 to our clients.
Kljub temu da je manevrski prostor glede cene majhen, sem predlagala, da presežek v letu 2006 povrnemo strankam.
With 99.38% of compliance, deadlines are already perfect.
Z 99,38 % ustreznostjo časovnih okvirov je spoštovanje rokov že popolno.
Thus the only aspect for improvement is the linguistic quality of translations.
Edini mogoči vidik izboljšanja tako ostaja jezikovna kakovost prevodov.
Quality improvement can be achieved by various measures, some small, some big.
Izboljšanje kakovosti je mogoče doseči z različnimi ukrepi, tako majhnimi kot velikimi.
For successful implementation of the quality improvement measures, certain structural changes are needed.
Za uspešno izvedbo ukrepov izboljšanja kakovosti so potrebne nekatere strukturne spremembe.
For example, a better balance of the organisation by separating Translation Support from Translators, establishing middle-managerial positions in the Translation Department, creating a Client Coordination section, ‘purifying’ the functions of certain sections so they do not need to be engaged in non-typical activities, optimising terminology work, and many more besides.
Med njimi so na primer boljša uravnoteženost organizacije z ločitvijo podpore prevajalcem od prevajalcev samih,vzpostavitevdelovnihmestzasrednjevodstvenekadrevprevajalskemoddelku,vzpostavitev sektorja za podporo strankam, „prečiščenje funkcij nekaterih sektorjev“, da se jih tako razreši opravljanja netipičnih dejavnosti, optimizacija terminološkega dela ter še mnoga druga.
The main bulk of the package of improvements will be implemented in 2007; however, some of them will be put in place in 2008/2009.
Glavni del paketa izboljšav bo izveden v letu 2007, nekatere pa sledijo v letih 2008/2009.
Though good cooperation can be reported with nearly all our clients, it can still be enhanced.
Kljub temu da je sodelovanje s strankami že sedaj dobro, ga je mogoče še izboljšati.
The switch has to be made from ad hoc meetings and actions to systematic and goal-oriented bilateral cooperation.
Potreben je preskok od sestankov in delovanja ad hoc k sistemskemu in ciljno usmerjenemu dvostranskemu sodelovanju.