natgillin/translations-raw huggingface dataset:
82 The 2014 reforms package introduced a minimum 40-hour working week and included rules on flexible working time arrangements. 
82 Med 2014 rs reformpaket infrdes en minsta arbetsvecka p 40 timmar och regler om flexibla arbetstidsarrangemang.
These new provisions are predicated upon the careful monitoring and management of working time in order to facilitate the handling of limited staff resources. 
De nya bestmmelserna bygger p noggrann vervakning och hantering av arbetstid fr att hanteringen av begrnsade personalresurser ska underlttas.
83 The shift to a 40-hour working week was not enough to compensate for the 5 % reduction in posts in all services, as many staff were already working longer than legally required. 
83 vergngen till en arbetsvecka p 40 timmar rckte inte fr att kompensera fr minskningen av antalet tjnster med 5 % fr alla avdelningar eftersom mnga anstllda redan arbetade mer n vad som krvdes enligt freskrifterna.
Instead, the reduction in posts led to restructuring and to the development of new methods of working in some DGs and services. 
Minskningen av antalet tjnster ledde i stllet till omstruktureringar och nya arbetsmetoder inom vissa generaldirektorat och avdelningar.
84 Although there was only a slight increase in the average working week between 2015 and 2017, from 42.6 to 42.9 hours, for the Commission as a whole, this statistic varies significantly from one DG to another. 
84 ven om det enbart skedde en mindre kning av den genomsnittliga arbetsveckan mellan 2015 och 2017, frn 42,6 till 42,9 timmar fr kommissionen som helhet, varierar statistiken betydligt mellan de olika generaldirektoraten.
The longest working week reported by a DG (averaged over 2015Đ2017) was 51.0 hours and the shortest was 40.6. 
Den lngsta arbetsveckan som rapporterades av ett generaldirektorat (i genomsnitt under 2015Đ 2017) var 51,0 timmar och den kortaste 40,6 timmar.
85 The time reporting system at the Commission does not provide sufficiently complete and reliable data to compare the workload of different departments. 
85 Kommissionens system fr tidrapportering innehller inte tillrckligt fullstndiga och tillfrlitliga uppgifter fr att arbetsbrdan fr olika avdelningar ska kunna 42
We found that almost 30 % of all timesheets are not validated30.The reliability of validated timesheets cannot be fully guaranteed: staff sometimes enter standard working hours and not the hours they actually work. 
Vi konstaterade att nstan 30 % av alla tidrapporter inte har validerats30. Tillfrlitligheten nr det gller de tidrapporter som har validerats kan inte garanteras fullt ut: personalen lgger ibland in standardarbetstimmar och inte de timmar som de faktiskt har arbetat.
Furthermore, teleworking is always counted as a full or a half-day, no matter how many hours are actually worked. 
Vidare rknas distansarbete alltid som en heldag eller halvdag, oavsett hur mnga faktiska arbetstimmar det rr sig om.
The validation rate at the Commission (again averaged over three years) varies from 24 % to 87 %. 
Valideringsgraden vid kommissionen (ven den som genomsnitt ver tre r) varierar mellan 24 och 87 %.
42 limits managementŐs ability to recognise the negative effects of reducing staff numbers, in particular the increased workload for remaining staff. 
Detta begrnsar ledningens mjlighet att se de negativa konsekvenserna av att minska antalet anstllda, och d framfr allt den kande arbetsbrdan fr den terstende personalen.
86 Despite these limitations, DG HR uses data on reported working time to assess individual DGsŐ workload in the framework of staff reallocation. 
86 Trots begrnsningarna anvnder GD Personal och skerhet uppgifterna om rapporterad arbetstid fr att bedma enskilda generaldirektorats arbetsbrda i samband med omplacering av personal.
This could weaken the decision-making process concerning staff numbers and the feasibility of further staff reduction. 
Det skulle kunna frsvaga beslutsprocessen om antalet anstllda och utrymmet att genomfra ytterligare personalnedskrningar.
87 In addition to staff time-reporting, the Commission designs and monitors a number of HR policies, including on staff allocation, performance appraisal, talent management and well-being. 
87 Utver personalens tidrapportering utformar och vervakar kommissionen ett antal personalpolicyer, bland annat personalfrdelning, prestationsbedmning, talanghantering och vlbefinnande.
However, it does not use the available HR data and indicators to set performance objectives and define management indicators focusing on emerging workforce problems. 
Kommissionen anvnder dock inte de tillgngliga personaluppgifterna och personalindikatorerna fr att faststlla prestationsml och definiera frvaltningsindikatorer som r inriktade p framvxande arbetskraftsproblem.
This limits the CommissionŐs ability to identify and respond to any negative effects (e.g. increased sick leave in a given DG, a significant increase in short-term contracts or in workload, or declining staff satisfaction) that might result from the 2014 package. 
Detta begrnsar kommissionens mjlighet att identifiera och vidta tgrder mot eventuella negativa effekter (t.ex. kad sjukfrnvaro i ett visst generaldirektorat, en betydande kning av visstidskontrakt eller arbetsbrda, eller lgre tillfredsstllelse bland personalen) som 2014 rs paket skulle kunna medfra.
88 The obligations regarding reporting on the effects of the 2014 reforms are mainly concerned with informing the budgetary authority about the implementation of the measures in the package. 
88 Skyldigheterna nr det gller rapportering om effekterna av 2014 rs reformer handlar frmst om att informera budgetmyndigheten om genomfrandet av tgrderna i paketet.
A first report on the functioning of these Staff Regulations is due at the end of 2020, with other reports on budgetary implications of the pension system and the evolution of purchasing power to come in 2022. 
En frsta rapport om hur dessa tjnstefreskrifter fungerar ska vara klar i slutet av 2020, och andra rapporter om pensionssystemets budgetkonsekvenser och om kpkraftsutvecklingen ska komma 2022.
43 Conclusions and recommendations 89 Overall, we conclude that the 2014 staff reform package has achieved the desired cost savings as well as some improvements in HR management. 
Slutsatser och rekommendationer 89 Vr vergripande slutsats r att 2014 rs paket med personalreformer har lett till de nskade kostnadsbesparingarna och till vissa frbttringar av personalfrvaltningen.
However, some of the negative consequences for DGs and staff could have been avoided or mitigated earlier if the reforms had been better prepared and monitored (paragraphs 14 to 88). 
Ngra av de negativa konsekvenserna fr generaldirektoraten och personalen kunde dock ha undvikits eller motverkats tidigare om reformerna hade utformats och vervakats p ett bttre stt (punkterna 14Đ88).
90 We found that the 2014 package is delivering significant savings to the EU budget that are higher than originally expected. 
90 Vi konstaterade att 2014 rs reformpaket leder till betydande besparingar fr EU:s budget och att de r strre n vad som ursprungligen frvntades.
In all, savings under the current MFF are likely to reach Ű4.2 billion. 
Besparingarna under den nuvarande flerriga budgetramen kommer sannolikt att uppg till totalt 4,2 miljarder euro.
The long-term budgetary savings resulting from lower pensions spending are estimated to be Ű19.2 billion. 
De lngsiktiga budgetbesparingarna till fljd av lgre pensionsutgifter uppskattas till 19,2 miljarder euro.
The main sources of savings are the 5 % reduction in staff posts, the temporary pay and pensions freeze, the increase in the retirement age and reduction in the annual accrual rate for pensions, and reduced promotion opportunities at higher grades. 
De huvudsakliga kllorna till besparingarna r minskningen av antalet tjnster med 5 %, den tillflliga frysningen av lner och pensioner, hjningen av pensionsldern och minskningen av den rliga utvecklingstakten fr pensioner samt begrnsningen av mjligheten till befordran till hgre lnegrader.
These amounts come on top of savings traceable to the 2004 reform. 
Dessa belopp tillkommer utver de besparingar som kan spras till reformen 2004.
The full effect of the changes will not be visible for almost 30 years (paragraphs 14 to 20). 
Hela effekten av frndringarna kommer inte att synas frrn om nstan 30 r (punkterna 14Đ20).
91 The 2014 package has impacted a number of important aspects of HR management at the Commission, including the distribution of staff between function groups and grades, gender balance, age profile, the number of contractual staff, the workloads of staff in the DGs and services, and the attractiveness of employment conditions. 
91 2014 rs paket har pverkat ett antal viktiga aspekter av personalfrvaltningen vid kommissionen, bland annat frdelningen av personal mellan tjnstegrupper och lnegrader, knsbalansen, ldersprofilerna, antalet kontraktsanstllda, arbetsbrdan fr personalen vid generaldirektoraten och avdelningarna samt anstllningsvillkorens attraktivitet.
Overall the impact has been mixed (paragraphs 22 to 73). 
Sammantaget har inverkan varit blandad (punkterna 22Đ73).
92 The package included two significant changes to career structure. 
92 Paketet innehll tv betydande frndringar av karrirstrukturen.
To address imbalances in responsibilities and pay grades resulting from the 2004 reform, the 2014 revision provided for the creation of an AST/SC function group for secretarial and clerical staff and capped careers in the AST and AD function groups. 
Fr att tgrda de obalanser i frga om ansvar och lnegrader som uppkom efter reformen 2004 skapades vid versynen 2014 en tjnstegrupp AST/SC fr sekreterare och kontorspersonal, och det infrdes karrirtak i tjnstegrupperna AST och AD.
These changes have already contributed to a better alignment between pay and responsibilities and will lead to long-term changes in the distribution of staff by pay grade. 
Dessa frndringar har redan bidragit till bttre verensstmmelse mellan ln och ansvar och kommer att leda till lngsiktiga frndringar i personalfrdelningen per lnegrad.
However, the new career caps present significant HR management challenges in DGs with many senior staff, whose promotion prospects have been negatively affected (paragraphs 22 to 30). 
De nya karrirtaken innebr dock stora utmaningar fr personalfrvaltningen vid generaldirektorat med mnga hgre tjnstemn, vilkas befordringsutsikter har pverkats negativt (punkterna 22Đ30).
93 The 2014 reforms largely harmonised family-friendly working arrangements that already existed among the institutions. 
93 Reformerna 2014 harmoniserade i stor utstrckning de familjevnliga arbetsvillkor som institutionerna redan tillmpade.
The main developments towards a more gender-balanced workforce over 2013-2018 are not attributable to the 2014 SR revision. 
Den frmsta utvecklingen mot en mer knsbalanserad personalstyrka 2013Đ2018 beror inte p versynen av 44 tjnstefreskrifterna 2014.
In the AD function group, inequality in higher grades is set to fall in the long-term as more women are recruited at entry-level grades and are then promoted through the system. 
I tjnstegruppen AD frvntas ojmlikheten inom hgre lnegrader minska p lng sikt eftersom fler kvinnor rekryteras i ingngsgrader och sedan befordras i systemet.
The AST and AST/SC function groups remain predominantly 44 45 female due to the high rate of female candidates in the relevant competitions (paragraphs 31 to 37). 
Tjnstegrupperna AST och AST/SC utgrs fortfarande till vervgande del av kvinnor p grund av den stora andelen kvinnor som ansker till uttagningsprov fr sdana tjnster (punkterna 31Đ37).
94 The reduced level of recruitment following the 5 % reduction in posts and the raising of the retirement age are contributing to an ageing workforce. 
94 Den lgre rekryteringsnivn, p grund av minskningen av antalet tjnster med 5 %, och den hjda pensionsldern bidrar till att personalstyrkan blir allt ldre.
The increasing age of new recruits is another factor in this regard (paragraphs 38 to 40). 
En annan bidragande faktor r att de nyanstllda blir allt ldre (punkterna 38Đ40).
95 The proportion of contract staff has risen at the Commission as a whole. 
95 Andelen kontraktsanstllda har kat vid kommissionen som helhet.
The main driver lies with changes in the political priorities both at DG and Commission level and the need of some DGs to recruit staff quickly to deal with situations such as the migration crisis This change should be understood in the wider context of the reallocation of posts between DGs to reflect workload, which saw a significant increase in staff numbers in DGs HOME and ECHO and falls in AGRI and SANTE (paragraphs 42 to 51). 
Det beror frmst p ndrade politiska prioriteringar fr bde generaldirektorat och kommissionen, och p att ngra generaldirektorat behver rekrytera personal snabbt fr att hantera situationer som migrationskrisen. Frndringen ska ses mot bakgrund av att tjnster frdelades om mellan generaldirektorat fr att terspegla arbetsbrdan, vilket innebar stora personalkningar vid GD Migration och inrikes frgor och Echo, och minskningar vid GD Jordbruk och landsbygdsutveckling och GD Hlsa och livsmedelsskerhet (punkterna 42Đ51).
96 Overall, the 2014 package has had negative consequences for staff. 
96 Sammantaget har 2014 rs paket haft negativa konsekvenser fr personalen.
The perception of a deterioration in the terms of employment is strongest among the staff of delegations. 
Uppfattningen att anstllningsvillkoren har frsmrats r starkast bland personalen vid delegationerna.
Employment conditions have become less favourable for existing staff. 
Anstllningsvillkoren har blivit mindre frdelaktiga fr den befintliga personalen.
Interest among potential new recruits has also declined. 
Intresset hos potentiell ny personal har ocks minskat.
The changes are likely to exacerbate existing difficulties in recruiting staff from some countries which are already significantly under-represented at the Commission (paragraphs 52 to 73). 
Frndringarna kommer sannolikt att frvrra befintliga svrigheter med att rekrytera personal frn vissa lnder som redan r mycket underrepresenterade vid kommissionen (punkterna 52Đ73).
97 We also found that both positive results (cost savings) and less positive impacts (such as decreasing staff satisfaction) reflect how the 2014 package was prepared and its implementation monitored. 
97 Vi konstaterade ven att bde positiva resultat (kostnadsbesparingar) och mindre positiva effekter (t.ex. lgre tillfredsstllelse bland personalen) terspeglar hur 2014 rs paket utarbetades och genomfrandet vervakades.
The CommissionŐs primary focus at the preparatory stage was on measures to reduce the pay and pensions budget and address the side-effects of the 2004 reform. 
Kommissionens frmsta fokus under den frberedande etappen lg p tgrder fr att minska lne-och pensionsbudgeten och ta itu med sidoeffekter av 2004 rs reform av tjnstefreskrifterna.
There was little or no assessment of the likely HR management consequences of these cost-saving measures or other measures in the reform package. 
Det gjordes f eller inga bedmningar av troliga konsekvenser fr personalfrvaltningen av de kostnadsbesparande tgrderna eller andra tgrder i reformpaketet.
The CommissionŐs monitoring arrangements were not sufficient to identify those negative consequences correctly or at the appropriate time (paragraphs 74 to 88). 
Kommissionens vervakningsmekanismer rckte inte fr att identifiera de negativa konsekvenserna korrekt eller vid lmplig tidpunkt (punkterna 74Đ88).
Annex I summarises our findings on the consequences of the main measures in the 2014 reform on the EU budget, the Commission's HR arrangements and its staff. 
I bilaga I sammanfattas vra slutsatser om konsekvenserna av de viktigaste tgrderna i 2014 rs reform fr EU-budgeten, kommissionens personalfrvaltning och personalen. 45
Recommendation 1 Đ Develop a workforce management plan To improve the way it manages its workload, the Commission should establish a workforce management plan with a particular emphasis on: 1.1 Identifying which tasks are carried out by which categories of staff, so that it can better align its HR policies and practices with its institutional needs and identify which roles contribute most to its objectives; 1.2 Drawing up an action plan to attract, develop and retain people from a broad range of professional experience and nationalities. 
Rekommendation 1 Đ Utarbeta en personalfrvaltningsplan Fr att frbttra sin hantering av arbetsbrdan br kommissionen upprtta en personalfrvaltningsplan med srskild tonvikt vid fljande: 1.1 Identifiering av vilka uppgifter som utfrs av vilka personalkategorier fr att bttre anpassa personalstrategier och personalpraxis till de institutionella behoven och identifiera vilka roller som bidrar mest till mlen. 1.2 Utarbetande av en handlingsplan fr att locka till sig, utveckla och behlla personer med en rad olika yrkeserfarenheter och nationaliteter.
Timeframe: by end 2021. 
Tidsram: slutet av 2021.
Recommendation 2 Đ Enhance the framework for monitoring and reporting on HR issues To better respond to HR developments, the Commission should improve its monitoring and reporting of HR issues at corporate level. 
Rekommendation 2 Đ Frbttra ramen fr vervakning av och rapportering om personalfrgor Fr att bttre svara mot frndringar p personalomrdet br kommissionen frbttra sin vervakning av och rapportering om personalfrgor p institutionsniv.
It should use the available data and indicators to identify workforce risks that could endanger its objectives. 
Kommissionen br anvnda tillgngliga uppgifter och indikatorer fr att identifiera personalrisker som skulle kunna gra det svrare att uppn mlen.
Recommendation 3 Đ Assess needs and potential impacts before any further revision of the Staff Regulation Before any further SR revision, the Commission should better identify issues to be addressed, and determine the objectives and potential financial and non-financial impacts of the proposal and accompanying measures. 
Rekommendation 3 Đ Bedm behov och potentiell inverkan fre eventuella ytterligare ndringar av tjnstefreskrifterna Innan ngra ytterligare ndringar av tjnstefreskrifterna grs br kommissionen bttre identifiera frgor som ska behandlas och faststlla ml och potentiella finansiella och icke-finansiella effekter av frslaget och tillhrande tgrder.
This Report was adopted by Chamber V, headed by Mr Lazaros S. Lazarou, Member of the Court of Auditors, in Luxembourg at its meeting of 9 July 2019. 
Denna rapport antogs av revisionsrttens avdelning V, med ledamoten Lazaros S. Lazarou som ordfrande, vid dess sammantrde i Luxemburg den 9 juli 2019.
For the Court of Auditors Klaus-Heiner Lehne 46 President 
Fr revisionsrtten Klaus-Heiner Lehne ordfrande 47
Annexes Overall impact of the measures introduced by the 2014 staff reform package 47 Measure Generation of savings in pay and pensions Improvement in HR management Consequences on staff Major budgetary savings 5 % staff reduction and longer working hours Revised method for adjusting pay and pensions Pay and pensions freeze Increase in the retirement age and reduction in the annual accrual rate for pensions Other budgetary savings/ employment conditions Creation of the AST/SC category Limited access to end-of-career AST and AD grades Downgrading after three negative reports Change in annual leave and living conditions allowance in delegations Source: ECA 
Bilagor Bilaga I Đ Samlad effekt av de tgrder som infrdes med 2014 rs paket med personalreformer 48 tgrd Besparingar avseende lner och pensioner Bttre personalfrvaltning Konsekvenser fr personalen Stora budgetbesparingar Minskat antal tjnster med 5 % och lngre arbetstid ndrad metod fr anpassning av lner och pensioner Frysning av lner och pensioner Hgre pensionslder och lgre rlig utvecklingstakt fr pensioner Andra budgetbesparingar/anstllningsvillkor Inrttande av AST/SC-kategorin Begrnsat tilltrde till de hgsta AST-och AD-lnegraderna Nedflyttning efter tre negativa rapporter ndrad rlig ledighet och ndrade tillgg fr levnadsvillkor vid delegationer Klla: Revisionsrtten.
Criteria used for the overall assessment of the positive and negative impact of the measures introduced by the 2014 SR revision 48 Colour Generation of savings Improvement in HR management Consequences for staff The measure has generated significant savings (above Ű100 million) Compared to the situation before the revision, the measure has contributed significantly to a stronger focus on the most important tasks, improved management of knowledge and responsibilities and staff mobility between different services or locations. 
Kriterier som anvndes fr den samlade bedmningen av positiva och negativa effekter av de tgrder som infrdes med 2014 rs versyn av tjnstefreskrifterna 49 Frg Besparingar Bttre personalfrvaltning Konsekvenser fr personalen tgrden har lett till betydande besparingar (ver 100 miljoner euro) Jmfrt med situationen fre versynen: tgrden har bidragit vsentligt till strre fokus p de viktigaste uppgifterna, bttre kunskapshantering och hantering av ansvarsomrden och av personalens rrlighet mellan olika avdelningar eller platser.
Compared to the situation before the 2014 revision, the measure has improved the stability of key working conditions, staff satisfaction in the workplace, job and career prospects and staff engagement. The measure has been financially neutral or has brought relatively small savings (below Ű100 million) Compared to the situation before the revision, the measure has been neutral in terms of focus on the most important tasks, the management of knowledge and responsibilities and staff mobility between different services or locations. 
Jmfrt med situationen fre 2014 rs versyn: tgrden har gjort centrala arbetsvillkor stabilare, personalens tillfredsstllelse p arbetsplatsen har frbttrats liksom arbets-och karrirutsikterna samt personalens engagemang. tgrden har varit finansiellt neutral eller lett till relativt sm besparingar (under 100 miljoner euro) Jmfrt med situationen fre versynen: tgrden har varit neutral i frga om fokus p de viktigaste uppgifterna, kunskapshanteringen och hanteringen av ansvarsomrden och av personalens rrlighet mellan olika avdelningar eller platser.
Compared to the situation before the 2014 revision, the measure has been neutral in terms of the stability of key working conditions, staff satisfaction in the workplace, job and career prospects and staff engagement The measure has not provided direct savings or has generated additional costs Compared to the situation before the revision, the measure has created risks or problems with regard to the focus on the most important tasks, the management of knowledge and responsibilities and staff mobility between different services or locations. 
Jmfrt med situationen fre 2014 rs versyn: tgrden har varit neutral i frga om stabilare centrala arbetsvillkor, personalens tillfredsstllelse p arbetsplatsen, arbets-och karrirutsikterna samt personalens engagemang. tgrden har inte lett till direkta besparingar eller har medfrt ytterligare kostnader Jmfrt med situationen fre versynen: tgrden har lett till risker eller problem avseende fokus p de viktigaste uppgifterna, kunskapshanteringen och hanteringen av ansvarsomrden samt personalens rrlighet mellan olika avdelningar eller platser.
Compared to the situation before the revision, the measure has created risks or problems with regard to the stability of key working conditions and has reduced staff satisfaction in the workplace, job and career prospects and staff engagement. 
Jmfrt med situationen fre versynen: tgrden har lett till risker eller problem avseende stabilare centrala arbetsvillkor och minskat personalens tillfredsstllelse p arbetsplatsen, arbets-och karrirutsikterna samt personalens engagemang.