natgillin/translations-raw huggingface dataset:
We therefore analysed the Commission’s internal procedures for imposing preventive measures and financial corrections, for accepting preventive measures and financial corrections as implemented and verified how these procedures work in practice. 
Vi underskte drfr kommissionens interna frfaranden fr infrande av frebyggande tgrder och finansiella korrigeringar samt fr godknnande av genomfrda frebyggande tgrder och finansiella korrigeringar, och kontrollerade hur dessa frfaranden fungerar i praktiken.
Decisions on payment interruptions and suspensions and financial corrections are discussed and agreed upon by senior management committees. 
Beslut om avbrott och innehllande av betalningar samt finansiella korrigeringar diskuteras och tas av hgre frvaltningskommitter.
For the 2007‐2013 programme period, the Directorate‐General for Regional and Urban Policy and the Directorate‐General for Employment, Social Affairs and Inclusion set up their own Interruptions, Suspensions and Financial Corrections Committees (ISFCC). 
Fr programperioden 2007Đ2013 upprttade generaldirektoratet fr regional-och stadspolitik och generaldirektoratet fr sysselsttning, socialpolitik och inkludering egna kommitter fr avbrott, innehllande av betalningar och finansiella korrigeringar.
These committees provide a forum within each directorate‐general to discuss matters and take decisions related to warnings, interruptions, suspensions and financial corrections (see also Annex I). 
Dessa kommitter utgr ett forum inom varje enskilt generaldirektorat dr frgor kan diskuteras och beslut fattas rrande varningar, avbrott, innehllande av betalningar och finansiella korrigeringar (se ven bilaga I).
Both committees meet on a regular basis and consist of the director‐general, the deputy director‐general(s), relevant directors and representatives of the legal units. 
Bda kommitterna sammantrder regelbundet och bestr av generaldirektren, vice generaldirektren (generaldirektrer), berrda direktrer och representanter fr de juridiska enheterna.
The meetings of the ISFCC ensured a better overview and discussion of all cases and procedures related to preventive measures and financial corrections within the Directorate‐ General to help to harmonise treatment of cases and inform senior management of the ongoing issues. 
Sammantrdena i kommitterna fr avbrott och innehllande av betalningar och finansiella korrigeringar skerstllde en bttre verblick och diskussion inom generaldirektoratet om alla renden och frfaranden med avseende p frebyggande 46
The management and follow‐up of preventive measures and financial corrections required a significant commitment in terms of time and staff resources 79. 
Frvaltningen och uppfljningen av frebyggande tgrder och finansiella korrigeringar krvde ett betydande engagemang i frga om tid och personalresurser 79.
In order to lift preventive measures and resume payments Member State authorities must generally propose measures aimed at correcting systems so as to prevent errors occurring in the future. 
Fr att upphva de frebyggande tgrderna och teruppta utbetalningarna mste medlemsstaternas myndigheter vanligen fresl tgrder som syftar till att korrigera systemen s att man frhindrar att fel begs i framtiden.
These are called remedial action plans (see Annex I). 
Dessa kallas fr korrigerande handlingsplaner (se bilaga I).
Within our sample of 20 programmes, the Commission requested a remedial action plan to be set up in 44 of the 72 cases examined (see paragraph 38). 
I vrt urval med 20 program begrde kommissionen att en korrigerande handlingsplan skulle utarbetas i 44 av de 72 underskta rendena (se punkt 38).
Member States then need to inform the Commission that a remedial action plan has been implemented. 
Medlemsstaterna mste sedan meddela kommissionen att en korrigerande handlingsplan har genomfrts.
The Commission has several ways of assessing whether the conditions for lifting have been fulfilled: (a) first, the Commission systematically reviews the information sent by Member State authorities (generally by the managing authorities of the OPs concerned). (b) second, the Commission may also ask the audit authority to confirm the information provided by the managing authority. 
Kommissionen kan bedma huruvida villkoren fr upphvande har uppfyllts p flera olika stt: a) Fr det frsta granskar kommissionen systematiskt den information som medlemsstaternas myndigheter har lmnat in (vanligen via de berrda operativa programmens frvaltningsmyndigheter). b) Fr det andra kan kommissionen ocks be revisionsmyndigheten bekrfta frvaltningsmyndighetens information.
Of these 44, the audit authority’s validation was requested in 31 cases for 18 of the 20 programmes. 
Av de 44 rendena begrdes revisionsmyndighetens bekrftelse i 31 renden fr 18 av de 20 programmen.
In these cases, the Commission obtained additional assurance regarding the appropriateness of the actions proposed by the Member State authorities. (c) third, the Commission can perform its own follow‐up of cases in the Member States. Cases for follow up audits are selected on a risk basis: where the Commission cannot rely on the work of the audit authority or where additional information is needed. 
I dessa renden fick kommissionen ytterligare frskringar om lmpligheten hos de tgrder som medlemsstaternas myndigheter freslog. c) fr det tredje kan kommissionen sjlv flja upp renden i medlemsstaterna. renden fr uppfljningsrevisioner vljs ut p riskbasis: om kommissionen inte kan lita p revisionsmyndighetens arbete eller om det behvs ytterligare information.
Overall, the Commission carried out 62 follow‐up audits of action plans in relation to 70 OPs in the 2007‐2013 programme period. 
Totalt utfrde kommissionen 62 uppfljningsrevisioner av handlingsplaner rrande 70 operativa program under programperioden 2007Đ2013.
The management and follow‐up of preventive measures and financial corrections required a significant commitment in terms of time and staff resources from the Directorates‐General. 
Frvaltningen och uppfljningen av frebyggande tgrder och finansiella korrigeringar krvde ett betydande engagemang frn generaldirektoratens sida i frga om tid och 47
Holding back large payments from the EU budget to Member States is also politically sensitive and the Commission is in close contact with Member States to ensure that the conditions for lifting measures are in place. 
Att hlla inne stora utbetalningar frn EU:s budget till medlemsstaterna r ocks politiskt knsligt, och kommissionen str i nra kontakt med medlemsstaterna fr att se till att villkoren fr att upphva tgrderna uppfylls.
Some cases are even discussed between ministers or heads of state and Directors‐General and Commissioners. 
Vissa renden diskuteras till och med mellan ministrar eller statsverhuvuden och generaldirektrer och kommissionsledamter.
The Commission’s corrective measures put pressure on Member States to address weaknesses in their management and control systems Preventive measures and financial corrections generally deal with complex issues which take a considerable time to resolve 82. 
Kommissionens korrigerande tgrder stter press p medlemsstaterna att tgrda brister i sina frvaltnings-och kontrollsystem Frebyggande tgrder och finansiella korrigeringar berr vanligtvis komplexa problem som tar lng tid att lsa 82.
Commission procedures related to preventive measures and financial corrections should be as quick as possible, while taking account of the complexity of the issues. 
Kommissionens frfaranden i samband med frebyggande tgrder och finansiella korrigeringar br vara s snabba som mjligt, samtidigt som man tar hnsyn till frgornas komplexitet.
We therefore analysed the 72 cases in our sample to determine the total duration and the length of the different phases of the procedures. 
Vi analyserade drfr de 72 rendena i vrt urval fr att faststlla dels hur lnge hela frfarandet hade varat, dels de olika stadierna.
The duration of the Commission’s procedures does not equal the length of the payment blockage (see paragraph 93). 
Lngden p kommissionens frfaranden r inte densamma som lngden p betalningsblockeringen (se punkt 93).
The Commission’s procedure starts with the triggering event and lasts either until the preventive measure is lifted or until the financial correction is implemented. 
Kommissionens frfarande inleds med den utlsande hndelsen och pgr antingen tills den frebyggande tgrden upphvs eller den finansiella korrigeringen genomfrs.
It is therefore longer than the payment blockage which starts with the first preventive measure and lasts until the lifting of the preventive measure (see Annex I). 
Kommissionsfrfarandet r drfr lngre n betalningsblockeringen, som brjar med den frsta frebyggande tgrden och pgr tills den frebyggande tgrden upphvs (se bilaga I).
Procedures resulting in financial corrections took up to 21 months in the 2007‐2013 period 84. 
Frfaranden som ledde till finansiella korrigeringar tog upp till 21 mnader under perioden 2007Đ2013 84.
Figure 10 presents the results of our analysis of the cases in our sample as regards the time taken to carry out preventive measures and financial correction procedures. 
Figur 10 visar resultaten av vr analys av rendena i urvalet vad gller den tid det tog att genomfra frebyggande tgrder och frfaranden fr finansiella korrigeringar.
The average length of the procedures from the triggering event until the preventive measure was lifted or the financial correction was implemented varied from 10 to 21 months. 
Den genomsnittliga lngden p frfarandena frn den utlsande hndelsen till det att den frebyggande tgrden upphvdes eller den finansiella korrigeringen genomfrdes varierade mellan 10 till 21 mnader.
47 Figure 10 – Average length of preventive and financial correction procedures for cases examined from the 2007‐2013 programme period (month) Source: European Court of Auditors based on information provided by the Commission. 
Figur 10 Đ Genomsnittlig lngd p frfarandena fr frebyggande tgrder och finansiella korrigeringar fr de renden som undersktes frn programperioden 2007Đ2013 (mnad) Klla: Europeiska revisionsrtten p grundval av information frn kommissionen.
Procedures resulting in preventive measures were mostly triggered by Member State’s own audits and take half the time 85. 
Frfaranden som leder till frebyggande tgrder utlstes mestadels av medlemsstatens egna kontroller och tar hlften s lng tid 85.
According to the Commission, two thirds of preventive measures were triggered by national audit results33. 
Enligt kommissionen utlstes tv tredjedelar av de frebyggande tgrderna av nationella granskningsresultat33.
This is also the case for 12 of the 16 cases in our sample. 
Detta stmmer ocks fr tolv av de 16 rendena i vrt urval.
Most of the remaining financial corrections are triggered by Commission audits. 
De flesta av de terstende finansiella korrigeringarna har utlsts av kommissionens revisioner.
In our sample, 17 of the 28 cases involving only financial corrections and 13 of the 28 mixed cases were triggered by Commission audits. 
I vrt urval utlste kommissionens revisioner 17 av de 28 renden som enbart rr finansiella korrigeringar och 13 av de 28 blandade rendena.
These cases take much longer to resolve, in particular if the Commission imposes financial corrections. 
Dessa renden tar mycket lngre tid att lsa, i synnerhet om kommissionen beslutar om finansiella korrigeringar.
One reason for the lengthy procedures involving financial corrections is that these usually relate to complex problems and Member States almost always initially contest the Commission’s findings. 
En orsak till de lngdragna frfarandena vid finansiella korrigeringar r att de oftast gller komplexa problem och att medlemsstaterna nstan alltid initialt bestrider kommissionens slutsatser.
In order to establish an error, the issues found need to go through a fact clearing procedure between the Member State and the Commission, which takes time. 
Fr att faststlla ett fel mste de problem som uppdagats behandlas vid en faktagenomgng av medlemsstaterna och kommissionen, vilket tar tid.
48 10.1 17.5 20.8 cases with only financial corrections (28 cases) cases with a combination of preventive measures and financial corrections (28 cases) cases with only preventive measures (16 cases) 0 6 12 18 24 (months) 33 See AAR 2015 of DG Regional and Urban Policy, p. 68. 
33 49 1.0 1.8 2.1 renden med endast finansiella korrigeringar (28 renden) renden med en kombination av frebyggande tgrder och finansiella korrigeringar (28 renden) renden med endast frebyggande tgrder (16 renden) 0 6 (mnader) 12 18 24 Se punkt 68 i den rliga verksamhetsrapporten fr 2015 frn generaldirektoratet fr regional-och stadspolitik.
The regulation specifies deadlines for Member States’ replies to the Commission’s information requests. 
I frordningen anges tidsfrister fr medlemsstaternas svar p kommissionens begran om information.
However, in 34 % of our sampled cases the Commission did not accept the first Member State reply in which the detailed actions taken by the Member State to address the shortcomings were laid down, as Member States did not provide the Commission with information sufficient in volume and in quality. 
I 34 % av rendena i vrt urval godtog kommissionen dock inte medlemsstatens frsta svar dr de detaljerade tgrder som vidtagits av medlemsstaten fr att tgrdad bristerna redovisades, eftersom medlemsstaterna inte gav kommissionen tillrckligt mycket information av tillrcklig kvalitet.
This means that in these cases the reply provided by the Member State is such that these procedures need to be repeated. 
Det betyder att i dessa renden r svaret frn medlemsstaten sdant att frfarandena mste upprepas.
We also examined whether another reason for the long procedure could be that the Commission does not formulate its requirements specifically enough. 
Vi underskte ocks om en annan orsak till det lnga frfarandet skulle kunna vara att kommissionen inte formulerar sina krav tillrckligt tydligt.
However, our analysis showed that in nine out of ten cases, the Commission requests were specific enough for the Member State to undertake the required actions. 
Vr analys visar emellertid att i nio renden av tio var kommissionens begran tillrckligt tydlig fr att medlemsstaten skulle kunna vidta de ndvndiga tgrderna.
In addition, when financial corrections are set up, time is needed to determine the appropriate level of correction once the error has been accepted by the Member State. 
Nr finansiella korrigeringar faststlls krvs det dessutom tid fr att bestmma en lmplig korrigeringsniv nr medlemsstaten har godknt felet.
In many cases the Commission agrees with the Member State concerned that additional checks should be carried out to establish the seriousness of the errors and the appropriate correction. 
I mnga fall hller kommissionen med den berrda medlemsstaten om att det br gras ytterligare kontroller fr att faststlla felens omfattning och den lmpliga korrigeringen.
Payment interruptions and suspensions represent a significant financial risk for Member States 90. 
Avbrutna och innehlla betalningar innebr en betydande ekonomisk risk fr medlemsstaterna 90.
The Commission’s actions should make the OP’s management and control system more effective in preventing, detecting and correcting errors. 
Kommissionens tgrder br gra det operativa programmets frvaltnings-och kontrollsystem mer ndamlsenligt fr att frebygga, upptcka och korrigera fel.
Such improvements are often made faster if there is a financial cost associated with not acting swiftly. 
Sdana frbttringar grs ofta snabbare om det r finansiellt kostsamt att inte agera snabbt.
Payments interrupted or suspended for a significant share of programmes for between three and nine months 91. 
Betalningarna avbrts eller hlls inne fr en betydande andel av programmen under mellan tre och nio mnader 91.
Until the end of 2015 the Commission interrupted the payment deadline for the amount corresponding to 10 % of all payments made for ERDF/CF and ESF34. 
Fram till slutet av 2015 avbrt kommissionen betalningsfristen fr ett belopp som motsvarar 10 % av alla utbetalningar frn Eruf/SF och ESF34.
Suspension decisions were issued for 15 % of all programmes. 
betalningsinnehllande utfrdades fr 15 % av alla program.
Moreover, payments to programmes or part of the programmes for the 2007‐2013 period were stopped due to interruptions and/or suspensions for more than eight months on average. 
Dessutom stoppades betalningar till program eller delar av program fr perioden 2007Đ2013 p grund av avbrutna och/eller innehllna betalningar under mer n tta mnader i genomsnitt.
There were only five Member States (Croatia, Cyprus, Denmark, Finland and Ireland) where no OPs were interrupted or suspended. 
Det fanns endast fem medlemsstater (Kroatien, Cypern, Danmark, Finland och Irland) dr inga operativa program avbrts eller stlldes in.
For the vast majority of Member States the average period when payments to at least one of their programmes were withheld by the Commission due to interruptions and/or suspensions was between three and nine months. 
Fr de allra flesta medlemsstater hll kommissionen inne betalningar p grund av avbrott och/eller instllelse under mellan tre och nio mnader till minst ett av deras program.
We calculated an overall median of 146 days for payment blockages. 
Vi berknade ett totalt medianvrde p 146 dagar fr betalningsblockeringar.
In Italy and Spain, however, the average length was almost one year (see Table 3). 
I Italien och Spanien var dock den genomsnittliga lngden nstan ett r (se tabell 3).
Nor does it mean that all OPs for a given Member State were blocked, or that all blockages happened at the same time. 
Detta betyder inte att alla operativa program fr en viss medlemsstat blockerades eller att alla blockeringar intrffade samtidigt.
Preventive measures also incentivise Member States to improve their systems 93. 
Frebyggande tgrder uppmuntrar ocks medlemsstaterna att frbttra sina system 93.
Assuming an even payment rhythm and taking all expenditure in all 28 Member States together, for the 2007‐2013 programme period the Commission paid on average 110 million euros each day from the ERDF, CF and ESF35. 
110 miljoner euro varje dag frn Eruf, Sammanhllningsfonden och ESF35.
This illustrates the potential monetary impact of delaying payments from the EU budget to the Member States, and in particular those countries receiving the bulk of the Cohesion spending. 
Detta tydliggr de potentiella ekonomiska konsekvenserna av att frdrja betalningar frn EU:s budget till medlemsstaterna och i synnerhet till de lnder som tar emot den strsta delen av sammanhllningsutgifterna.
When a payment deadline for a payment claim is interrupted or the interim payments or parts of them are suspended, Member States are not reimbursed by the Commission even if they submit payment claims. 
Nr en betalningsfrist fr en betalningsanskan avbryts eller mellanliggande betalningar eller delar av dem hlls inne fr medlemsstaterna ingen ersttning av kommissionen ven om de lmnar in betalningsanskningar.
During this period, Member States need to finance projects through their own budgets or payments to projects are stopped. 
Under denna period mste medlemsstaterna finansiera projekten via sina egna budgetar, annars stoppas betalningarna till projekten.
This does not necessarily mean that the EU funds are lost for the Member State, as the Commission will pay out the expenditure accumulated during the blocked period once the 35 51 <3 months 3‐6 months 6‐9 months >9 months Member States Estonia Greece Lithuania Poland Sweden France Latvia Luxembourg Malta Netherlands Portugal Romania Slovenia United Kingdom Cross border cooperation Belgium Bulgaria Czech Republic Germany Hungary Austria Slovakia Spain Italy TOTAL 5 10 7 2 Calculation done by dividing the total paid amount to the policy area until 31 December 2015 by the time elapsed between the first interim payment for the programme period (22 April 2008) and 31 December 2015. 
Detta betyder inte ndvndigtvis att EU-medlen gr frlorade fr medlemsstaten, eftersom kommissionen kommer att betala ut de utgifter som ackumulerats under den blockerade perioden nr den frebyggande tgrden upphvs. Om medlemsstaten behver finansiera projekt frn den nationella budgeten leder det dock sannolikt till likviditetsproblem p grund av att en mindre mngd medel kommer in.
The situation can be aggravated if the volume of projects to be financed is significant and/or if the reasons for interruption or suspension are complex, resulting in lengthy remedial actions. 
Situationen kan frvrras om volymen projekt som ska finansieras r betydande och/eller om orsakerna till de avbrutna eller innehllna betalningarna r komplexa och resulterar i lngdragna korrigerande tgrder.
Moreover, towards the end of the programme period the risk increases that the blocked expenditure may actually be lost. 
Mot slutet av programperioden kar dessutom risken fr att den blockerade utgiften faktiskt kan g frlorad.
Uncertainty about calls for payments can also lead to difficulties for the Commission in its budgetary management. On the one hand, the Commission may not be able to use the allocated payment appropriations. On the other hand, if several payment interruptions or suspensions are simultaneously lifted, it might have problems with fulfilling all its payment obligations, i.e. it would face a cash‐flow problem. 
Oskerhet om ersttningskrav kan ocks leda till svrigheter fr kommissionen i dess budgetfrvaltning.  ena sidan kan kommissionen eventuellt inte anvnda de tilldelade betalningsbemyndigandena,  andra sidan kan kommissionen f problem med att fullgra alla sina betalningstaganden om flera avbrutna eller innehllna betalningar upphvs samtidigt, vilket skulle innebra att den fr problem med kassafldet.
In addition, the Commission might face difficulties in planning payments and setting up the budget. 
Dessutom kan kommissionen f svrt att planera betalningar och lgga upp budgeten.
We examined whether to avoid such uncertainties, there could be a risk that a payment blockage was lifted before year end in order to avoid loss of funds by a Member State. 
Vi underskte om det finns en risk fr att kommissionen, fr att undg sdan oskerhet, upphver en betalningsblockering fre rets slut s att en medlemsstat inte gr miste om medel.
However, this was not the case for any of the cases examined. 
S var det dock inte i ngot av de renden som vi underskte.
Gradual lifting of measures by the Commission to ensure that expenditure can be reimbursed as soon as possible 97. 
Kommissionen upphver tgrder gradvis fr att se till att ersttning betalas ut fr utgifter s snart som mjligt 97.
Blocking of payments usually affects either the whole programme or a part of it (e.g. a priority or several measures). 
Betalningsblockeringar drabbar oftast antingen hela programmet eller en del av det (t.ex. en prioritet eller flera tgrder).
This also may lead to withholding payments of expenditure related to projects which may not be affected by the problems triggering the preventive measures but for which there is lack of assurance on the legality and regularity of the spending pending the Member State reply. 
Det kan ven leda till att betalningar hlls inne fr utgifter som inte berrs av de problem som utlser de frebyggande tgrderna men fr vilka det saknas skerhet om utgifternas laglighet och korrekthet tills medlemsstaten har svarat.