natgillin/translations-raw huggingface dataset:
Together with the Governing Board and the Director, who is the chief executive officer responsible for the day-to-day management of the Joint Undertaking and its legal representative, the Joint Undertaking has several bodies: Bureau, Technical Advisory Panel, Procurement and Contracts Committee, Administration and Management Committee, Audit Committee, Internal Review Panel. 
Utver styrelsen och den verkstllande direktren, som r den hgste ansvarige fr det lpande arbetet i det gemensamma fretaget och dess fretrdare i rttsligt hnseende, har det gemensamma fretaget flera organ: Kontoret, rdgivande tekniska expertgruppen, kommittn fr upphandling och kontrakt, administrations-och frvaltningskommittn, revisionskommittn och den interna granskningspanelen.
Internal auditor: internal audit capability and the European CommissionŐs Internal Audit Service (IAS) since 1 January 2012. 
Internrevision: Internrevisionsfunktionen och Europeiska kommissionens tjnst fr internrevision sedan den 1 januari 2012.
External auditor: European Court of Auditors. 
Extern revision: Europeiska revisionsrtten.
Discharge authority: the European Parliament, on a recommendation from the Council. 
Myndighet som beviljar ansvarsfrihet: Europaparlamentet p rdets rekommendation.
For detailed information concerning the activities and services provided in 2015, please consult the F4E website at http://www.fusionforenergy.europa.eu/ Activities and services provided in 2015 Source: European Joint Undertaking for ITER and the Development of Fusion Energy. 
Nrmare uppgifter om det gemensamma fretagets verksamhet och tjnster 2015 finns p webbplatsen http://www.fusionforenergy.europa.eu Verksamhet och tjnster 2015 Klla: Det europeiska gemensamma fretaget fr Iter och utveckling av fusionsenergi.
EN 16.12.2016 Official Journal of the European Union C 473/43 THE JOINT UNDERTAKINGŐS REPLY 14. 
SV 16.12.2016 Europeiska unionens officiella tidning C 473/43 DET GEMENSAMMA F RETAGETS SVAR 14.
The updated cost Estimate at Completion (EAC) for the direct expenses for the construction of the ITER project was reported in F4EŐs 2015 Report to the Council of the European Union. 
Den nya berkningen av de preliminra totala kostnaderna vid frdigstllandet avseende de direkta utgifterna fr Iterprojektets byggfas redovisades i det gemensamma fretagets rapport 2015 till Europeiska unionens rd.
However, it has to be noted that the preliminary figure reported did not include the cash contributions to the ITER Organisation (IO) beyond 2020. 
Det br dock understrykas att de preliminra siffrorna inte inbegriper ngot kontantbidrag till den internationella Iterorganisationen efter 2020.
The reason for the uncertainty about the required level of the IO cash contributions is that the IO was still working on the revised ITER schedule and its resource requirements which at that time were not approved by the ITER Council. 
Det rdde oskerhet kring hur stort kontantbidrag som behvde ges till den internationella Iterorganisationen, eftersom den sistnmnda fortfarande arbetade med att revidera Iters tidsplan och resursbehov, som vid den tidpunkten inte hade godknts av Iterrdet.
During 2016, F4E worked closely with the ITER IO to focus resources on the activities required to reach the First Plasma (FP) milestone. 
Under 2016 arbetade det gemensamma fretaget nra med den internationella Iterorganisationen fr att rikta resurserna mot verksamhet fr att n milstolpen med den frsta plasman.
At the same time, a new schedule for a phased planning of ITER operations was developed by the ITER IO. 
Samtidigt tog den internationella Iterorganisationen fram en ny tidsplan fr en gradvis planering av Iters verksamhet.
The latter was reviewed by an independent expert group appointed by the ITER Council and an updated ITER schedule up to the FP in December 2025 was approved ad referendum (1) by the ITER Council in June 2016. 
Tidsplanen granskades av en oberoende expertgrupp som utsgs av Iterrdet, och en uppdaterad Itertidsplan fr frverkligandet av den frsta plasman i december 2025 antogs ad referendum (1) av Iterrdet i juni 2016.
While the EAC for the direct expenses of F4E for the construction of the ITER project according to the new schedule remains substantially unchanged compared to the estimates reported in December 2015, the work carried out together with ITER Organisation will make possible to determine with more confidence the level of the IO cash contributions beyond 2020. 
De preliminra totala kostnaderna vid frdigstllandet avseende de direkta utgifterna fr Iterprojektets byggfas r i stort sett ofrndrade jmfrt med de berkningar som redovisades i december 2015. Tack vare det arbete som gjordes tillsammans med Iterorganisationen kommer man drfr att med strre skerhet kunna faststlla kontantbidraget till den internationella Iterorganisationen efter 2020.
Furthermore, F4E has made an estimate of its indicative funding requirements for the completion of the construction phase, and presented this to the Governing Board in June 2016. 
Vidare har det gemensamma fretaget uppskattat dess ungefrliga finansieringskrav fr slutfrandet av byggfasen och redovisade detta fr styrelsen i juni 2016.
This estimate is being further refined in view of the ITER Council meeting in November 2016. 
Berkningen justerades sedan infr Iterrdets mte i november 2016.
Finally, the Commission is preparing a Communication to the Council and Parliament on the way to progress the ITER project, requesting a mandate on the position the European Union will take in the ITER Council meeting of November 2016. 
Avslutningsvis utarbetar kommissionen fr nrvarande ett meddelande till rdet och Europaparlamentet om utvecklingen av Iterprojektet, dr kommissionen begr att f veta vilken stndpunkt Europeiska unionen kommer att inta vid Iterrdets mte i november 2016.
Out of the six main groups of actions in the 2015 ITER action plan, four have been completed and two are ongoing. 
Fyra av de sex olika typerna av tgrder i handlingsplanen fr Iter 2015 har genomfrts, och tv r under genomfrande.
F4E has reviewed the 2015 action plan in the light of the decisions taken by the ITER Council in June 2016, and considers that the plan is substantially unaffected. 
Det gemensamma fretaget har reviderat tgrdsplanen fr 2015 mot bakgrund av de beslut som Iterrdet fattade i juni 2016, och bedmer att planen fljs i det stora hela.
In addition, the new F4E Director, upon the request of the Governing Board, is preparing an improvement plan which includes the elements of the 2015 action plan which are still being implemented together with the new priorities that have arisen during 2016, including among others the Straight Road to First Plasma project. 
P begran av styrelsen hller dessutom det gemensamma fretagets nya direktr p att ta fram en frbttringsplan som innehller de delar av tgrdsplanen fr 2015 som fortfarande genomfrs samt nya prioriteringar som har uppsttt under 2016, dribland projektet om att finna den rtta vgen till den frsta plasman (ÓStraight Road to First PlasmaÓ).
The delays in the ITER project have required the ITER parties to adopt a new baseline which defined the First Plasma date as December 2025. 
Frseningarna i Iterprojektet har tvingat Iters parter att anta ett nytt grundscenario dr projektet med den frsta plasman ska genomfras i december 2025.
The delays have directly affected both individual commitments and payments at F4E, with a final percentage of execution lower than expected at the beginning of the year. 
Frseningarna har direkt pverkat svl enskilda taganden som betalningar inom det gemensamma fretaget, dr den slutliga genomfrandegraden var procentuellt lgre n vntad i brjan av ret.
With the adoption of a more realistic schedule, the budget planning and implementation will be improved and match more closely the milestones F4E will have to deliver. 
Om en mer realistisk tidsplan antas, kommer planeringen och genomfrandet av budgeten att frbttras och bli mer frenlig med de milstolpar som det gemensamma fretaget mste n.
Central and uniform Data Monitoring and Control System In 2015 the F4E Governing Board was informed about the possible implementation of an information system. 
Ett centralt och enhetligt system fr vervakning och kontroll av uppgifter Under 2015 informerades det gemensamma fretagets styrelse om att ett informationssystem eventuellt skulle infras.
At the beginning of 2016, upon the taking-up of duties of the new Director, an external assessment was carried out, which included an impact study as well as a cost-benefit analysis of various options. 
I brjan av 2016, nr den nya direktren tilltrtt, gjordes en extern bedmning som inbegrep en konsekvensbedmning och en lnsamhetsanalys av flera olika alternativ.
(1) The approval ad referendum is an approval process that is subject to the authorisation of the corresponding needed budgetary resources by the corresponding budgetary and/or financial authority (Budgetary Authority). 
(1) Antagande ad referendum r ett godknnandefrfarande som frutstter att motsvarande budget-och/eller finansmyndighet (budgetmyndigheten) godknner de budgetmedel som krvs.
EN C 473/44 Official Journal of the European Union 16.12.2016 F4E was advised that the most cost-effective and lowest risk approach would be the step-by-step introduction of appropriate IT tools for cost management. 
SV C 473/44 Europeiska unionens officiella tidning 16.12.2016 Det gemensamma fretaget fick rdet att ett gradvist infrande av lmpliga it-verktyg fr kostnadshantering skulle vara mest lnsamt och medfra minst risker.
In order to ensure the achievement of the desired improvements to the planning and controlling of costs, an overall data model will be used as the basis to integrate the various IT applications. 
En vergripande datamodell kommer att anvndas som bas vid integreringen av de olika it-tillmpningarna, fr att genomfra de nskvrda frbttringarna av kostnadsplaneringen och kostnadskontrollen.
This will enable the integration of data stemming from the existing modules in project management, Deviation Control, a database for the estimate-at-completion and the fund allocation table for the various projects of F4E. 
Detta kommer att mjliggra integrering av uppgifter frn de befintliga modulerna nr det gller projekthantering, avvikelsestyrning, en databas fr de preliminra totala kostnaderna vid frdigstllandet och en tabell ver anslagna medel avseende det gemensamma fretagets olika projekt.
F4E has started to implement these recommendations of the external assessment. 
Det gemensamma fretaget har brjat genomfra dessa rekommendationer frn den externa bedmningen.
Contract Tracker F4E has indeed implemented Contract Tracker, a documentation exchange portal with the suppliers. 
Contract Tracker Det gemensamma fretaget har tagit fram en portal fr att utbyta dokumentation med leverantrerna (Contract Tracker).
It allows the project teams to monitor and control the contract deliverables. 
Tack vare denna portal kan projektgruppen vervaka och kontrollera att leveranserna sker i enlighet med kontrakten.
In 2015, F4E also decided to develop a Deviation and Amendment to Contracts tool, to handle all contract changes. This tool was developed during 2015, tested in 2016 and its two main modules (F4E deviation towards Supplier and Supplier Deviation) started to be disseminated in July 2016. 
Tredje generationens system finns redan och tillmpas nu fr alla nya kontrakt. r 2015 beslutade det gemensamma fretaget ven att ta fram ett verktyg fr kontraktsrelaterade avvikelser och ndringar, fr att administrera alla slags kontraktsmssiga frndringar. Detta verktyg utvecklades under 2015 och testades 2016.
The Deviation and Amendment to Contracts tool covers the execution of the deviation process, including the correct recording of the financial impacts, the verification of the budget availability before creating a commitment and the connection with the Reserve Fund. 
Verktyget fr kontraktsrelaterade avvikelser och ndringar omfattar hela avvikelseprocessen, inbegripet infrlivande av korrekta uppgifter om finansiell pverkan, verifiering av tillgngliga medel innan ett tagande grs och anslutning till reservfondssystemet.
It is connected to the Contract Tracker platform, so that for a given contract all deviations and its status can be visualised by F4E and the Supplier. 
Det r anslutet till Contract Tracker, s att det gemensamma fretaget och leverantrerna kan se alla avvikelser och statusen fr ett visst kontrakt.
EVM As for the value of work in progress, F4E uses the amount of achieved ITER credit versus the forecast ITER credit value (see reply to paragraph 18). 
Resultatvrderingsmetod (Earned Value Management, EVM) Fr att bedma vrdet p det pgende arbetet, jmfr det gemensamma fretaget de erhllna Iteranslagen med det berknade anslagsvrdet (se svaret p punkt 18).
Implementation of internal audits As of June 2016 F4E implemented all of the internal audit action plans. 
Internrevisioner Det gemensamma fretaget genomfrde alla handlingsplaner fr internrevision i juni 2016.
This was achieved thanks to the strong focus put by F4E management in this particular area of concern, which was noted by the F4E Audit Committee of June 2016. 
Detta lyckades tack vare att det gemensamma fretagets ledning satte stort fokus p just detta omrde, vilket det gemensamma fretagets revisions-kommitt noterade i juni 2016.
IAC reports The two engagements in Neutral Beam Systems and Cryoplant Systems were completed in June 2016. 
Rapporter frn internrevisionsfunktionen Tv granskningar av neutronstrlesystem och system fr kryoanlggningar slutfrdes i juni 2016.
The audit on Contracts in the Area of Cryoplant and Fuel Cycle resulted in seven recommendations issued by the IAC, six of which were accepted by F4E management (two Very Important, two Important and two Desirable). 
Revisionen av kontrakt p omrdet kryoanlggningar och brnslecykler ledde till sju rekommendationer frn internrevisionsfunktionen, varav sex antogs av det gemensamma fretagets ledning (tv mycket viktiga, tv viktiga och tv nskvrda).
The audit on Contracts in the Area of Neutral Beam and Electron Cyclotron Power Supplies and Sources resulted in 15 recommendations, 13 of which were accepted by F4E Management (five Very Important and eight Important). 
Revisionen av kontrakt p omrdet neutronstrlesystem samt elektroncyklotronbaserad strmfrsrjning och elektroncyklotronbaserade strmkllor ledde till 15 rekommendationer, varav 13 antogs av det gemensamma fretagets ledning (fem mycket viktiga och tta viktiga).
Both reports and the respective action plans proposed by F4E management were discussed and positively noted in the Audit Committee of June 2016. 
Bde rapporterna och respektive handlingsplan som freslagits av det gemensamma fretagets ledning diskuterades och vlkomnades av revisionskommittn i juni 2016.
IAS reports The IAS performed a second follow-up of its limited review on the competitive dialogue procedure for the procurement of Tender Batch 03, to review the two actions which had not been closed during the first follow-up. 
Rapporter frn tjnsten fr internrevision Tjnsten fr internrevision gjorde en andra uppfljning av sin begrnsade granskning av frfarandet fr en konkurrensprglad dialog vid upphandlingen av anbudspartiet 03, fr att granska de tv tgrder som inte hade genomfrts vid den frsta uppfljningen.
In its final report of 15 June 2016, it acknowledged that for those two recommendations, F4E had recently designed appropriate mitigating actions. 
I sin slutrapport av den 15 juni 2016 konstaterade tjnsten fr internrevision att med avseende p dessa tv rekommendationer hade det gemensamma fretaget nyligen tagit fram lmpliga tgrder fr att minska riskerna.
As the actions were recently implemented, the effectiveness of the measures taken could not be assessed during the IAS visit and will be reassessed in the second part of 2016 in view of closing the recommendations. 
Eftersom tgrderna nyligen genomfrts kunde tjnsten fr internrevision inte bedma effektiviteten men kommer att gra detta p nytt under den andra hlften av 2016, s att rekommendationerna genomfrs.
The IAS engagement on the Implementation of Procurement Arrangements, for which the fieldwork took place in the first week of October 2015, is being finalised. 
Tjnsten fr internrevision har slutfrt sin granskning av genomfrandet av upphandlingar, dr fltarbetet utfrdes den frsta veckan i oktober 2015.
F4E received an advance draft report on 7 June 2016 and the exit meeting closing this audit took place with the F4E Director on 8 July. 
Det gemensamma fretaget mottog ett frhandsutkast till rapporten den 7 juni 2016, och slutmtet fr att avsluta revisionen gde rum den 8 juli i nrvaro av det gemensamma fretagets direktr.
No critical recommendation was reported in the preliminary draft. 
I det preliminra utkastet fanns inga avgrande rekommendationer.
Corporate Risk Management As of June 2016 when the last update was carried out and presented to the F4E governance bodies, there are only three very high risks that are closely monitored by F4E Senior Managers. 
Riskhantering p fretagsniv Frn och med juni 2016 nr den sista uppdateringen gjordes och presenterades fr det gemensamma fretagets styrande organ, finns det bara tre mycket stora risker som vervakas noga av det gemensamma fretagets hgre chefer.
These three risks are being mitigated through seven actions. 
Dessa tre risker minskas med hjlp av sju tgrder.
During the update of June 2016 F4E identified five new actions on top of the two existing ones which are taking more time to implement than initially planned. 
Vid uppdateringen i juni 2016 faststllde det gemensamma fretaget fem nya tgrder utver de tv befintliga tgrderna som tar lngre tid att genomfra n vad man frst trodde.
F4E stresses that managing corporate risks is a continuous process and part of the F4E control environment. 
Det gemensamma fretaget betonar att riskhantering p fretagsniv r en fortlpande process och ngot som ingr i det gemensamma fretagets kontrollsystem.
EN 16.12.2016 Official Journal of the European Union C 473/45 21. 
SV 16.12.2016 Europeiska unionens officiella tidning C 473/45 21.
Most opportunities that were in F4EŐs hands to increase competition and industrial engagement have been pursued. 
Det gemensamma fretaget har utnyttjat de flesta mjligheter som stod till buds fr att ka konkurrensen och engagemanget inom industrin.
Exchange of information with similar, first of a kind high-tech frontier projects in Europe shows several commonalities and shared concerns in this area. 
Informationsutbyte nr det gller liknande nyskapande och hgteknologiska grnsprojekt i Europa visar att det finns flera gemensamma nmnare och problem p detta omrde.
A forum for discussion was initiated with several European organisations in order to develop a common strategy maximising return for all the players. 
Ett diskussionsforum inleddes med flera olika europeiska organisationer fr att ta fram en gemensam strategi som maximerar avkastningen fr samtliga aktrer.
F4E is of the opinion that the comments raised by the ECA on the procurement procedures selected respond to the following reasons: EAC The value indicated in the allocated budget field did not include any contingency for the risks but only the scope. 
Det gemensamma fretaget anser att Europeiska revisionsrttens synpunkter p de utvalda upphandlingsfrfarandena motiverar fljande svar: Preliminra totala kostnader vid frdigstllandet Det vrde som angavs fr kategorin tilldelade medel inbegrep inga ofrutsedda kostnader fr risker utan enbart tillmpningsomrdet.
The EAC50 was done at a later stage and it takes in account uncertainties and risks that may materialise or not during the Contract implementation. 
EAC50 gjordes senare och dr tar man hnsyn till vissa oskerheter och risker som kan uppst under genomfrandet av kontraktet.
Delay in one procurement procedure The three-month delay was mostly caused by the extension of the date for submitting tenders and the extension of the period for clarification of the expressions of interest and tenders. 
Frseningar i ett upphandlingsfrfarande Den tre mnader lnga frseningen orsakades frmst av en utkad tidsfrist fr inlmning av anbud och en frlngd period fr frtydliganden avseende intresseanmlningar och anbud.
Failure to publish a reference to the award notice at F4E website A mistake occurred in the award publication process. 
Utebliven hnvisning till meddelandet om tilldelning av kontrakt p det gemensamma fretagets webbplats Ett misstag gjordes nr meddelandet om tilldelning av kontrakt offentliggjordes.
The award notice was correctly published in the Official Journal, which constitutes the legal reference for publication, while the website publication is a complementary channel. 
Meddelandet om tilldelning av kontrakt offentliggjordes p vederbrligt stt i Europeiska unionens officiella tidning, som r den rttsliga publiceringskanalen, medan webbplatsen utgr ett komplement till denna.
F4E plans to insert such provisions in its implementing rules, following consultation with the Commission, by the end of 2016. 
Det gemensamma fretaget avser att infra dessa bestmmelser i sina genomfrandebestmmelser, efter samrd med kommissionen, fre slutet av 2016.
The new requirements have been translated into the F4E working procedures (policies, processes, procedures, etc.). 
Det gemensamma fretagets arbetsfrfaranden (strategier, processer, frfaranden osv.) har frndrats p grund av de nya kraven.
F4E is continuously enhancing its internal control by focussing resources on the ITER deliveries required for the First Plasma milestone while respecting the capped budget until 2020. 
Det gemensamma fretaget frbttrar stndigt sin interna kontroll genom att styra resurserna mot de Iter-leveranser som krvs fr att n milstolpen med den frsta plasman samtidigt som man hller budgettaket fram till 2020.
Actions are also underway in F4E to optimise the allocation of human resources to priority areas and in collaboration with the ITER Organisation to freeze the designs and Interfaces as far as possible, as this has been a major cost driver in the past. 
Det gemensamma fretaget vidtar ocks tgrder fr att optimera tilldelningen av personalresurser till prioriterade omrden och fr att i samarbete med Iterorganisationen frysa utformningar och grnssnitt i mjligaste mn, eftersom detta tidigare har varit den strsta kostnadsdrivande faktorn.
A project cost control system is being developed to better monitor the evolution of the costs and to manage all the contract changes. 
Man hller p att ta fram ett kontrollsystem fr projektkostnader fr att bttre vervaka kostnadsutvecklingen och hantera alla kontraktsmssiga frndringar.
F4E has also enhanced the monitoring of the project progress and its deliverables (achievement of key milestones, implementation of budget against plan, etc.) through the creation of the Project Management, Infrastructure and Control Department and the introduction of monthly project steering meetings. 
Det gemensamma fretaget har ocks strkt vervakningen av projektutvecklingen och projektets frvntade resultat (uppnende av viktiga milstolpar, ett planenligt genomfrande av budgeten osv.) genom inrttandet av en avdelning fr projektledning, infrastruktur och kontroll samt infrandet av mnatliga projektledningsmten.
Finally, the structure for ownership and responsibility has been further enhanced as of October 2016 with the creation of a new department that is focusing on commercial and financial issues. 
Avslutningsvis har gar-och ansvarsstrukturen frbttrats ytterligare frn oktober 2016 genom inrttandet av en ny avdelning fr kommersiella och finansiella frgor.
The Senior Management team will be reinforced. 
Den hgsta ledningen kommer att strkas.
Further organisational and process streamlining is being implemented in the coming months. 
Vidare kommer ytterligare organisatoriska och frfarandemssiga effektivitetstgrder att vidtas de kommande mnaderna.