natgillin/translations-raw huggingface dataset:
Then, the focus was also on Brazil, India, and South Africa and, of course, on all other strategic partners. 
Senare lades fokus ocks p Brasilien, Indien och Sydafrika, och naturligtvis p alla andra strategiska partner.
It is also worth mentioning that the structure of the strategic partnerships — which implies a set of regular meetings at different levels and, particularly the regular organisation of summits — facilitates a systematic follow-up by the Member States and the progressive adjustment of these partnerships to the political priorities and to the evolving international situation. 
Det br ocks noteras att strukturen i de strategiska partnerskapen Đ som innefattar regelbundna mten p olika niver och framfr allt regelbundna toppmten Đ underlttar systematisk uppfljning frn medlemsstaternas sida och gradvis anpassning av partnerskapen till de politiska prioriteringarna och till utvecklingen internationellt.
Particularly relevant, in this context, are the discussions which take place in the Coreper in the wake of the summits. 
Srskilt relevant i detta sammanhang r de diskussioner som sker inom Coreper efter toppmtena.
The complex organisation of the EEAS does not facilitate timely cooperation between departments 32 and Box 1 — the crisis platform Two new mechanisms have been established to foster coordination, such as the crisis management board which deals with horizontal issues and the crisis platform which organises the EU response to a crisis from all relevant aspects (diplomatic, humanitarian, security, crisis management, etc.) with all relevant stakeholders from the EEAS and from the Commission (in particular ECHO and DEVCO). 
Europeiska utrikestjnstens komplexa organisation underlttar inte samarbetet i rtt tid mellan avdelningar 32 och Ruta 1 Đ Krisplattformen Tv nya mekanismer har inrttats fr att frmja samordningen, nmligen krishanteringsrdet, som hanterar horisontella frgor, och krisplattformen, som samordnar EU:s respons p en kris ur alla relevanta aspekter (diplomatiska, humanitra, sker-hetsmssiga, krishanteringsmssiga osv.) med alla relevanta intressenter frn utrikestjnsten och frn kommissionen (srskilt Echo och GD Utveckling och samarbete).
When a crisis platform is launched, the HR, or the ESG, or the geographical managing director with the crisis managing director for the operational aspects of the crisis coordinate the meeting in view of adopting operational conclusions with all actors involved in shaping the EU’s response. 
Nr en krisplattform sjstts samordnas mtet av den hga representanten, eller av utrikestjnstens verkstllande generalsekreterare, eller av chefen fr den geografiska avdelningen tillsammans med krishanteringschefen fr de operativa aspekterna av krisen, i syfte att anta operativa slutsatser tillsammans med alla som r delaktiga i att utforma EU:s respons.
As stated in the recently adopted Communication on comprehensive approach, crisis platforms shall be organised on a very regular basis for all countries in crisis, like it was the case for the EU’s response in Libya until October 2011. 
Som anges i det nyligen antagna meddelandet om en vergripande strategi ska krisplattformen anvndas systematiskt fr alla lnder i kris, ssom den anvndes vid EU:s insatser i Libyen fram till oktober 2011.
Reply of the EEAS 27 34 With reference to indent (b), the same applies to reports issued by civilian CSDP missions. 
Svar frn europeiska utrikestjnsten 27 34 Med hnvisning till led b gller detsamma fr rapporter som utarbetats av civila GSFP-uppdrag.
In figures, 70 Heads of Delegation out of the 140 have a security authorisation. 
I siffror r 70 delegationschefer av 140 skerhetsgodknda.
This is a process that takes time due to the involvement of national services. 
Det r en process som tar tid, p grund av att de nationella tjnsterna r inblandade.
However, since its creation the EEAS has realised considerable progress on that topic and the trend is still improving. 
Sedan utrikestjnsten bildades har den dock gjort avsevrda framsteg p denna punkt och trenden visar p en stadig frbttring.
Our objective is to reach a situation where every HoD has the appropriate level of security clearance. 
Vrt ml r att n en situation dr alla delegationschefer har ett lmpligt skerhetsgodknnande.
In order to do so ministries of foreign affairs will be informed that their candidates should already have as much as possible a security clearance. 
Fr att detta ska kunna ske kommer utrikesministerierna att informeras om att deras kandidater om mjligt br vara skerhetsgodknda.
With respect to classified information, registers are in place within the Delegations that have to deal with EU CONFIDENTIAL documents and above. 
Nr det gller skerhetsskyddsklassificerad information finns register hos de delegationer som mste hantera dokument som r skerhetsskyddsklassificerade EU CONFIDENTIAL och drver.
RCOs (registry control officers) are trained and prepared to deal with these classified documents. 
Kontroll-tjnstemn fr register (RCO) utbildas och frbereds fr att hantera dessa skerhetsskyddsklassificerade dokument.
As regards the classified systems: All the delegations have the possibility to send and receive information of EU RESTRICTED level and below — including reports on this level of information. 
Nr det gller skerhetsskyddsklassificerade system har alla delegationer mjlighet att skicka och ta emot information som r skerhetsskyddsklassificerad EU RESTRICTED och lgre Đ vilket inbegriper rapporter p den informationsnivn.
The same system combines political and intelligence reporting. 
Samma system hanterar bde politisk rapportering och underrttelserapportering.
Twenty-three delegations are currently equipped with systems allowing the sending and receipt of information of until level EU SECRET. 
Fr nrvarande r 23 delegationer utrustade med system som medger sndning och mottagning av information upp till nivn EU SECRET.
This number will increase to 30 at the end of the year 2014 and the target for mid-2016 is 60. The system combines also the two kinds of reporting here. 
Antalet kommer att ka till 30 vid slutet av 2014 och mlet fr mitten av 2016 r 60 stycken. ven hr hanterar systemet bda typerna av rapportering.
Finally, a complete reworking of the classified information systems is ongoing with the objective to transform the still heterogeneous current systems into one ‘EEAS Corporate’ system. 
Slutligen pgr en fullstndig omarbetning av systemen fr skerhetsskyddsklassificerad information med mlet att omvandla de olika nuvarande systemen till ett enda gemensamt ÓutrikestjnstsystemÓ.
The latter should be operational in 2016. 
Detta br kunna tas i drift under 2016.
EU special representatives are not sufficiently integrated in the EEAS 36 Besides their mission of ensuring consistency and coherence of Union action, the EUSRs support the work of the HR/VP, in their respective regions or thematic areas. 
EU:s srskilda representanter r inte tillrckligt integrerade i utrikestjnsten 36 Utver sitt uppdrag att se till att unionens insatser genomfrs p ett konsekvent och sammanhngande stt, ska EU:s srskilda representanter stdja den hga representantens/vice ordfrandens arbete inom sina respektive regioner eller tematiska omrden.
They play an important role in the development of a stronger and more effective EU foreign and security policy (CFSP) and in the Union’s efforts to become a more effective, more coherent and more capable actor on the world stage. 
De spelar en viktig roll fr utvecklingen av en starkare och effektivare gemensam utrikes-och skerhetspolitik och fr unionens strvan att bli en effektivare, konsekventare och kapablare aktr p den globala arenan.
They provide the EU with an active political presence in key countries and regions, acting as a ‘voice’ and ‘face’ for the EU and its policies. 
De ger EU en aktiv politisk nrvaro i viktiga lnder och regioner och utgr en rst och ett ansikte utt fr EU och dess politik.
37 In principle, the EUSRs coordinate their actions with relevant EU actors. 
37 I princip samordnar EU:s srskilda representanter sina tgrder med de relevanta unionsaktrerna.
For example, as stated in Article 12(2) — Coordination of the Council Decision 2011/426/CFSP of 18 July 2011 appointing the EUSR in BiH: In support of Union crisis management operations, the EUSR, with other Union actors present in the field, shall improve the dissemination and sharing of information by those Union actors with a view to achieving a high degree of common situation awareness and assessment. However it is true that their integration into the structures represents a challenge. 
Exempelvis anges fljande i artikel 12.2 (Sam-ordning) i rdets beslut 2011/426/Gusp av den 18 juli 2011 om utnmning av Europeiska unionens srskilda representant i Bosnien och Hercegovina: ÓFr att stdja unionens krishanteringsinsatser ska den srskilda representanten, tillsammans med andra unionsaktrer p fltet, frbttra den spridning och det utbyte av information som genomfrs av dessa unionsaktrer, i syfte att uppn en hg grad av gemensam medvetenhet om och bedmning av situationen.Ó Det stmmer dock att integreringen av de srskilda representanterna i strukturen utgr en utmaning.
38 However, as stated in their mandate, ... The EUSR shall be responsible for the implementation of the mandate, acting under the authority of the HR ... 
38 Som anges i de srskilda representanternas mandat ska de ansvara fr genomfrandet av sitt uppdrag, under ledning av den hga representanten (...) och nra samordna sitt arbete med Europeiska utrikestjnsten.
39 The Commission is responsible for the financial implementation of the Council decisions adopted for each mandate of the respective EUSRs. 
Svar frn europeiska utrikestjnsten 28 39 Kommissionen ansvarar fr det finansiella genomfrandet av de rdsbeslut som antas fr varje mandat fr de srskilda representanterna.
Most of the EUSRs’ budgets relate to staffing and logistical expenditure which can be seen as administrative expenditure by their nature, but are currently managed as operational expenditure because of their source of financing under the CFSP budget. 
Strsta delen av de srskilda representanternas budgetar rr utgifter fr personal och logistik, vilket kan ses som administrativa kostnader p grund av deras art. Fr nrvarande hanteras de dock som operativa kostnader, eftersom de finansieras under Gusp-budgeten.
This set-up gives rise to a different set of procedures which is not optimal and the main reason is that each EUSR has to set up and manage its own office and handle all administrative, logistic, contractual and financial matters with very few staff and the challenge to have all the necessary specialised knowledge and experience to run an office. 
Detta system ger upphov till en rad olika frfaranden som inte r optimala, och den frmsta orsaken r att varje srskild representant mste inrtta och driva sitt eget kontor och skta alla administrativa, logistiska, avtalsmssiga och finansiella frgor med en mycket begrnsad personal, kombinerat med utmaningen att ha all ndvndig specialistkunskap och erfarenhet fr att driva ett kontor.
In 2013, the amount committed for the EUSRs under the CFSP budget was 23.5 million. 
Under 2013 var det belopp som anslogs till EU:s srskilda representanter under Gusp-budgeten 23,5 miljoner euro.
This could be improved substantially if the support staff and functions were brought together through one of the following options: — integration into the European External Action Service; — integration in a shared-service centre; — creation of a specific support cell. 
Denna situation skulle kunna frbttras avsevrt om stdpersonalen och stdfunktionerna samlades enligt ngot av fljande alternativ: Ń Integrering i Europeiska utrikestjnsten. Ń Integrering i ett delat servicecenter. Ń Inrttande av en srskild stdfunktionsavdelning.
Under the current situation, the EUSRs receive extensive support from FPI in certain areas (in particular on finance and contracts, procurement, use of FWCs for essential services and equipment) and also from the EEAS. 
Fr nrvarande fr de srskilda representanterna omfattande std frn tjnsten fr utrikespolitiska instrument (srskilt i samband med finansiella frgor och avtal, upphandling, anvndning av ramavtal fr viktiga tjnster och utrustning) och frn utrikestjnsten.
The EEAS provides extensive logistical support (offices, office furniture, IT and communication equipment and services) formalised through MOUs. 
Utrikestjnsten tillhandahller omfattande logistikstd (kontor, kontorsutrustning, it-och kommunikationsutrustning och -tjnster) som formaliseras genom samfrstndsavtal.
The Brussels-based EUSRs are co-located in the EEAS premises and the double-hatted EUSRS, as Head of Delegation and located outside the EU, share the offices and services with the Delegation they are based in. 
De Brysselbaserade srskilda representanterna delar lokaler med utrikestjnsten, och de srskilda representanter som fungerar bde som delegationschef och som representant utanfr EU delar kontor och tjnster med den delegation dr de har sin bas.
However, whatever integration option would be taken in the future, the EUSRs would still need to report on their activities separately from the EEAS, because specific provisions in the Treaty will continue to apply to them. 
Men oavsett vilket integrationsalternativ som vljs fr framtiden kommer de srskilda representanterna fortfarande att behva rapportera om sina aktiviteter separat frn utrikestjnsten, eftersom det finns srskilda bestmmelser i frdraget som kommer att fortstta glla dem.
Reply of the EEAS 29 49 Taking the figures of February 2014 it’s true that women represent a lower percentage than men for the category of administrator, but the percentage of women in management positions has increased up to 25.5 %. 
Svar frn europeiska utrikestjnsten 29 49 Om man ser till siffrorna frn februari 2014 stmmer det att kvinnorna utgr en lgre procentandel n mnnen i kategorin handlggare, men andelen kvinnor i chefspositioner har kat till 25,5 %.
Notwithstanding the inherited geographical imbalance, the EEAS has made significant efforts to recruit MS diplomats coming from the ‘new’ Member States. 
Trots den efterslpande geografiska obalansen har utrikestjnsten gjort betydande anstrngningar fr att rekrytera medlemsstatsdiplomater frn de ÓnyaÓ medlemsstaterna.
As of February 2014, 29 % of the MS diplomats in management position are from the ‘new’ Member States. 
Sedan februari 2014 r 29 % av medlemsstatsdiplomaterna i chefspositioner frn de ÓnyaÓ medlemsstaterna.
As regards gender and geographical balance, the success rate of women who apply remains higher than for men, but the problem is getting enough application forms by women. 
Nr det gller knsfrdelning r det fortfarande en strre andel av de kvinnliga skandena som lyckas, men problemet r att inte tillrckligt mnga kvinnor sker posterna.
On geographical imbalance, it may depend which figures have been used : In the 2013 staffing report, we highlight an increase from 16.9 to 18.6 % of EU-12 at AD level where the size of these countries correspond to 20.6 %, so not far off and improving fast. 
Nr det gller den geografiska obalansen kan den bero p vilka siffror som anvnds: i personalrapporten fr 2013 sg vi en kning frn 16,9 till 18,6 % av personal p handlggarniv frn EU-12, medan storleken p dessa lnder motsvarar 20,6 %, s situationen frbttras snabbt.
On ASTs we went from 12.7 % to 16.1 % in 1 year. 
Nr det gller assis-tenttjnster gick vi frn 12,7 % till 16,1 % p ett r.
50 The programme of the preposting seminars aiming at preparing staff for a first post in a delegation has indeed been adapted to the needs of newly nominated colleagues. 
50 Programmet fr frberedande seminarier infr utstationering, som syftar till att frbereda personalen fr en frsta anstllning vid en delegation, har anpassats till de nyutnmnda kollegernas behov.
During the annual seminars for staff in delegations, training related to diplomatic tasks has also been systematically organised. 
Under de rliga seminarierna fr delegationspersonalen har ven utbildning om diplomatiska uppgifter organiserats systematiskt.
Coordination with the Commission was partly effective 54 More effort arguably needs to be made to bring in the CSDP structures to improve coordination both with the Commission and within the EEAS itself. 
Samordningen med kommissionen var delvis ndamlsenlig 54 Det krvs absolut strre anstrngningar fr att involvera strukturerna fr den gemensamma skerhets-och frsvarspolitiken i syfte att frbttra samordningen med bde kommissionen och utrikestjnsten.
In addition to periodic meetings, other coordination mechanisms have contributed to the effectiveness of the EEAS Commission collaboration. 
Utver de regelbundna mtena har ven andra samordningsmekanismer bidragit till effektivt samarbete mellan utrikestjnsten och kommissionen.
Written agreements (e.g. The EEAS Commission Working Arrangements, see paragraph 56) as well as Committees (e.g. EUDEL, see paragraph 60) are good examples of such mechanisms. 
Skriftliga avtal (t.ex. arbetsavtalet mellan utrikestjnsten och kommissionen, se punkt 56) och kommitter (t.ex. arbetsgruppen Eudel, se punkt 60) r bra exempel p sdana mekanismer.
56 The EU Situation Room mainly deals with political crises and major natural disasters outside the EU. 
56 I EU:s lgescentral hanteras frmst politiska kriser och strre naturkatastrofer utanfr EU.
The European Emergency Response Centre (EERC) mainly deals with natural disasters outside and inside the EU, according to EU legislation on humanitarian aid and civil protection. 
Det europeiska centrumet fr krisberedskap (den europeiska insatskapaciteten vid ndsituationer, EERC) hanterar frmst naturkatastrofer utanfr och inom EU, i enlighet med EU:s lagstiftning om humanitrt bistnd och civilskydd.
To encourage synergies and minimise overlaps, co-location of the EERC and the EU Situation Room was proposed in the EEAS Review in 2013. 
Fr att frmja samverkanseffekter och minimera verlappningar har utrikestjnsten i sin granskning 2013 freslagit att centrumet fr krisberedskap och EU:s lgescentral ska ligga i samma lokaler.
The new set-up of EU delegations demands more coordination work and its administrative management is less efficient 57 The EEAS fully shares the Court’s analysis on the financial circuits in delegations which is also valid for the CFSP budget, in particular as regards the efficient management of the budget of civilian CSDP missions. 
Den nya organisationen fr EU-delegationer krver mer samordningsarbete och dess administrativa frvaltning r mindre effektiv 57 Utrikestjnsten delar till fullo revisionsrttens analys av betalningsgngen i p delegationsniv, som ocks r giltig fr Gusp-budgeten, srskilt nr det gller en effektiv frvaltning av civila GSFP-uppdrag.
59 The rule applicable to the relations between HQ and the Delegations, as agreed between the EEAS and the Commission, is that all Heads of Delegations should be informed of all instructions coming from HQ to Delegations and should see all reporting from their Delegation to HQ. 
59 Den regel som gller fr relationerna mellan huvudkontoret och delegationerna, som verenskommits mellan utrikestjnsten och kommissionen, r att alla delegationschefer br informeras om alla instruktioner frn huvudkontoret till delegationerna och br ta del av alla rapporter frn delegationerna till huvudkontoret.
Reply of the EEAS 30 60 This dual system (COMDEL-EUDEL) does lead to multiple debates on the same issues, delays in decision-making and can be an obstacle to direct contacts between the EEAS and Commission services. 
60 Detta dubbelsystem (ComdelĐEudel) leder till att samma frgor diskuteras flera gnger och till att beslut frsenas, och det kan frhindra direktkontakter mellan utrikestjnsten och avdelningar inom kommissionen.
However, in recent months the EUDEL format has been adjusted and now takes place at director’s level, more suited for decision-making. 
Under de senaste mnaderna har dock Eudel-formatet anpassats och ligger nu p direktrsniv, vilket lmpar sig bttre fr beslutsfattande.
We nevertheless agree that the coordination of the management of delegations would be less complicated if only one ‘forum’, the EUDEL, existed. 
Vi hller dock med om att samordningen av delegationsfrvaltningen skulle vara mindre komplicerad om det bara fanns ett forum, Eudel.
Member States and the EEAS have not yet fully exploited the potential for synergies between their networks of diplomatic representations 63 In addition to the 4 co-location projects already existing, 8 co-location projects with different Member States have been established since the creation of the EEAS, in 7 third countries. 
Medlemsstaterna och Europeiska utrikestjnsten har nnu inte fullt ut utnyttjat potentialen fr synergier mellan sina nt av diplomatiska representationer 63 Utver de fyra projekt fr samlokalisering som redan fanns har ytterligare tta sdana projekt, i sju tredjelnder, etablerats med olika medlemsstater sedan utrikestjnsten inrttades.
Other co-location projects are under examination and we are confident that this practise will develop further. 
Andra samlokalise-ringsprojekt hller p att granskas och vi r vertygade om att denna utveckling kommer att fortstta.
Co-locations represent a priority for the EEAS not only for practical and economic reasons but also for their symbolic value. 
Samlokalisering r en prioriterad frga fr utrikestjnsten, inte bara av praktiska och ekonomiska skl utan ven p grund av det symboliska vrdet.
As regards report-sharing between EU institutions and Member States, there is a more systematic and standardised system, at headquarters and delegation level. 
Nr det gller utbyte av rapporter mellan EU-institutionerna och medlemsstaterna finns ett mer systematiskt och standardiserat system p huvudkontors- och delegationsniv.
The EEAS continues the practise of sharing reports about summits, EU and bilateral meetings, visits, etc. via COREU as previously done by the rotating EU presidency. 
Utrikestjnsten fortstter sin praxis att dela med sig av rapporter om topp-mten, EU-mten och bilaterala mten, besk osv. via kommunikationsntet Coreu, som man tidigare gjort genom det roterande EU-ordfrandeskapet.
The EU delegations also share a number of EU coordination meetings at different levels such as Heads of Mission, Deputy Heads of Mission, Economic and Trade Affairs, Cooperation, Press, Information and Culture, etc. Joint EU HOMs reports are also regularly produced by EU delegations and EU Member States embassies in third countries. 
EU-delegationerna har ocks ett antal gemensamma EU-samordningsmten p olika niver fr t.ex. delegationschefer, stllfretrdande delegationschefer, ekonomiska experter och handels-experter, utvecklingsspecialister, specialister p press, information och kultur osv. EU-delegationerna och EU-medlemsstaternas ambassader i tredjelnder tar ocks regelbundet fram gemensamma delegationschefsrapporter.
Delegations also regularly distribute other reports, analytical surveys and assessments, and e-notes. 
Delegationerna distribuerar ven regelbundet andra rapporter, analytiska underskningar och bedmningar, samt e-brev.
The EEAS is also distributing on daily basis LTTs (Line-to-take) on significant events in international affairs. 
Utrikestjnsten distribuerar dagligen rekommenderade stndpunkter (LTT, Line-to-take) om viktiga internationella hndelser.
Reply of the EEAS 31 66 It is in the nature of CFSP that most of the policy areas that it covers are those related to unplanna-ble and unpredictable events and the need for an urgent response to crisis. 
66 Det ligger i den gemensamma utrikes-och skerhetspolitikens natur att de flesta av de politikomrden som den omfattar gller hndelser som varken kan planeras eller frutses, samt behovet av snabba reaktioner vid kriser.