natgillin/translations-raw huggingface dataset:
Criteria used for the overall assessment of the positive and negative impact of the measures introduced by the 2014 SR revision Annex II Ń Categories of staff employed at the Commission Annex III Ń Entry requirements for each staff category Annex IV Ń The CommissionŐs 45 Directorates General, services, offices, and the College Glossary Replies of the Commission Audit team Timeline 3 
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 Bilaga II Đ Personalkategorier som arbetar vid kommissionen Bilaga III Đ Tilltrdeskrav fr varje personalkategori Bilaga IV Đ Kommissionens 45 generaldirektorat, avdelningar, byrer och kollegiet Ordlista Kommissionens svar Granskningsteam Tidslinje 3
Abbreviations Abbreviation Meaning 4 AD AdministratorsŐ function group AST AssistantsŐ function group AST/SC Secretaries and clerksŐ function group CEOS Conditions of Employment of Other Servants of the European Union CPA Central Public Administration CPI Consumer Price Index DG Directorate-General EC European Commission EPSO Service Department European Personnel Selection Office EU European Union EUROSTAT Directorate-General Eurostat-European statistics GDP Gross Domestic Product GF Function group for contract agents GSI Global Specific Indicator HICP Harmonised Index of Consumer Prices HR Human resources JBLI Joint Belgium - Luxembourg Index MFF Multiannual Financial Framework SR Staff Regulations 
Frkortningar 4 Frkortning Betydelse AD tjnstegrupp fr handlggare AST tjnstegrupp fr assistenter AST/SC tjnstegrupp fr sekreterare och kontorspersonal BNP bruttonationalprodukt Epso Europeiska rekryteringsbyrn EU Europeiska unionen Eurostat generaldirektoratet Eurostat Đ europeisk statistik GD generaldirektorat GF tjnstegrupp fr kontraktsanstllda HR personal JBLI gemensamt index fr Belgien och Luxemburg KPI konsumentprisindex
Executive summary I The European Union employs around 60 000 staff, under different types of contracts Đ permanent and short-term Đ in the EU and third countries. 
Sammanfattning I Europeiska unionen har omkring 60 000 anstllda som omfattas av olika typer av kontrakt Đ fasta och tidsbegrnsade Đ i EU och tredjelnder.
Their terms of employment are set in the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union (the "SR"). 
Deras anstllningsvillkor faststlls i tjnstefreskrifterna fr tjnstemn i Europeiska unionen och i anstllningsvillkoren fr vriga anstllda i Europeiska unionen.
Around half of EU staff are employed by the Commission, which is responsible for proposing reforms to the SR. 
Omkring hlften av EU:s personal r anstlld av kommissionen, som har ansvaret fr att fresl reformer av tjnstefreskrifterna.
Commission staffŐs pay cost Ű3.2 billion a year, or around 2 % of the total EU budget. 
Lnerna fr kommissionens personal kostar 3,2 miljarder euro per r, eller omkring 2 % av EU:s totala budget.
II In the context of the budgetary negotiations for the 2014-2020 multiannual financial framework (MFF), the EU adopted a package of measures to reduce expenditure on staff and improve human resources (HR) management. 
II I samband med budgetfrhandlingarna om den flerriga budgetramen 2014Đ2020 antog EU ett tgrdspaket fr att minska personalutgifterna och frbttra personalfrvaltningen.
The 2014 staff reforms package included a 5 % reduction in staff posts, temporary salary and pension freezes and a revision of the SR. 
2014 rs paket med personalreformer innebar en minskning av antalet tjnster med 5 %, tillflliga frysningar av lner och pensioner och en versyn av tjnstefreskrifterna.
III In this audit we examined how the Commission has managed the challenge of reaching the dual objective of budgetary savings and HR improvements. 
III Vid revisionen underskte vi hur kommissionen har hanterat utmaningen att n det dubbla mlet om dels budgetbesparingar, dels en frbttrad personalsituation.
We decided to carry out this work now to provide the Commission and the budgetary authority with an assessment of the 2014 reforms package. It may be useful in any future debate on SR developments. 
Vi beslutade oss fr att utfra detta arbete nu fr att ge kommissionen och budgetmyndigheten en bedmning av 2014 rs reformpaket som kan anvndas vid en framtida diskussion om tjnstefreskrifternas utveckling.
IV The aim of the audit was to assess the effectiveness of the 2014 reforms, with a focus on the Commission. 
IV Syftet med revisionen var att bedma ndamlsenligheten hos 2014 rs reformer, med inriktning p kommissionen.
V We found that the cost-cutting measures have produced significant savings for the EU budget. 
V Vi konstaterade att de kostnadsbesparande tgrderna har lett till betydande besparingar fr EU:s budget.
In all, savings under the 2014Đ2020 MFF are likely to reach Ű4.2 billion, more than what was originally agreed. 
Sammantaget kommer besparingarna inom ramen fr den flerriga budgetramen 2014Đ2020 troligen att uppg till 4,2 miljarder euro, vilket r mer n vad man ursprungligen kom verens om.
The Commission also expects the long-term savings resulting from changes in the retirement age, career structure and pensions to result in a reduction in EU administrative expenditure of Ű19.2 billion over the period 2014 to 2064. 5 
Kommissionen frvntar sig ocks att de lngsiktiga besparingarna till fljd av frndringar nr det gller pensionslder, karrirstruktur och pensioner gr att EU:s administrativa utgifter minskar med 19,2 miljarder euro under perioden 2014Đ2064. 5
VI However, the impact of the 2014 reforms package on HR management has been mixed. Changes in the career structure have helped to better align pay and responsibility levels and corrected side-effects of the 2004 SR reform. 
VI Inverkan av 2014 rs reformpaket p personalfrvaltningen har dock varit blandad. ndrade karrirstrukturer har bidragit till en bttre verensstmmelse mellan ln och ansvar och korrigerat sidoeffekter av 2004 rs reform av tjnstefreskrifterna.
Raising the retirement age and reducing recruitment is contributing to an ageing workforce. 
Hjd pensionslder och frre nyanstllningar bidrar till att personalstyrkan blir allt ldre.
The Commission is placing greater reliance on contract staff to cope with increased workloads and fewer recruitment opportunities, although the impact on the CommissionŐs departments varies considerably. 
Kommissionen frlitar sig i allt hgre utstrckning p kontraktsanstllda fr att hantera kande arbetsbrdor och frre rekryteringsmjligheter, men effekten inom kommissionens avdelningar varierar stort.
Finally, less favourable conditions of employment have reduced the attractiveness of working for the EU at a time when it is struggling to attract sufficient staff from a number of Member States. 
Slutligen har mindre frdelaktiga anstllningsvillkor gjort det mindre attraktivt att arbeta fr EU vid en tidpunkt d unionen har svrt att locka till sig tillrckligt med personal frn ett antal medlemsstater.
VII In addition, we found that the Commission carried out little assessment of the likely HR management consequences of the cost-saving and non-financial measures in the reforms package. Its monitoring arrangements did not enable it to identify negative consequences fully or at the appropriate time. 
VII Vidare konstaterade vi att kommissionen inte gjorde ngon mer omfattande bedmning av de troliga konsekvenserna fr personalfrvaltningen till fljd av reformpaketets kostnadsbesparande och icke-finansiella tgrder. vervakningsfrfarandena gav inte kommissionen mjlighet att fullt ut eller vid rtt tidpunkt identifiera negativa konsekvenser.
VIII Overall, we conclude that the 2014 staff reforms package has been successful in achieving the desired cost savings as well as some improvements in HR management. 
VIII Generellt konstaterar vi att 2014 rs paket med personalreformer har varit en framgng genom att de nskade kostnadsbesparingarna och vissa frbttringar av personalfrvaltningen har uppntts.
However, some of the negative consequences for DGs and staff might have been avoided or mitigated earlier if the reforms had been better prepared and monitored. 
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.
IX The Commission will need to update its workload management, HR monitoring and reporting arrangements, and carry out a prior assessment of any potential new package of staff reform measures. 
IX Kommissionen kommer att behva uppdatera sin hantering av arbetsbelastningen, sin tillsyn ver personalresurserna och sin rapportering, och gra en frhandsbedmning av eventuellt nya paket med personalreformstgrder.
We recommend that the Commission: o develop a workforce management plan; o enhance its framework for monitoring and reporting on HR issues; o carry out an assessment of needs and potential impacts before any further revision of the Staff Regulations. 6 
Vi rekommenderar att kommissionen o utarbetar en personalfrvaltningsplan, o frbttrar sin ram fr vervakning av och rapportering om personalfrgor, o gr en bedmning av behov och potentiell inverkan fre eventuella ytterligare ndringar av tjnstefreskrifterna. 6
Introduction 01 The EU institutions and agencies employ approximately 60 000 officials and other staff in the European Union and in third countries. 
Inledning 01 EU:s institutioner och byrer sysselstter omkring 60 000 tjnstemn och andra anstllda i Europeiska unionen och tredjelnder.
This figure includes around 32 000 staff at the European Commission. 
Cirka 32 000 av dem arbetar vid Europeiska kommissionen.
Figure 1 below sets out key facts and figures about Commission staff in 20181. 
I figur 1 nedan anges grundlggande fakta-och sifferuppgifter om kommissionens personal 20181.
Figure 1 Đ European Commission staff in brief, 2018 32 196 staff members 65 % in Brussels 11 % in other EU 12 % in Luxembourg 12 % in non-EU 45 DGs services and offices Ű3.2 billion CommissionŐs staff PAY In2018 Budget 48 years AVERAGE AGE of the CommissionŐs staff in2018 1.1.2018 Managers 4 % Non-managers 96 % 7 1 % Senior managers 2% Other staff 3% Temporary staff 36 % officialsAD 27 % officialsAST & AST/SC 22 % Contract staff Source: ECA, based on DGHR reports, HR key figures 2018. 
Figur 1 Đ Europeiska kommissionens personal i korthet, 2018 32 196 anstllda 1.1.2018 65 % i Bryssel 11 % i andra medlemsstater 12 % i Luxemburg 12 % utanfr EU 45 GD, avdelningar och byrer L NER till kommissionens personal 3,2 miljarder euro Chefer 4 % Ej chefer 96 % 1% 7 36 % Hgre chefer AD-tjnstemn 27 % AST-och AST/SC-tjnstemn 3 % Chefer p mellanniv 2% vriga anstllda 3% Tillflligt anstllda i budgeten fr 2018 48 r GENOMSNITTLIG LDER p kommissionens personal r 2018 22 % Kontraktsanstllda 6% Lokaltanstllda Klla: Revisionsrtten, p grundval av GD Personal och skerhets rapporter, HR key figures 2018 (centrala personalsiffror 2018).
3 % Middlemanagers 6% Local staff 1 Further details on the 45 DGs and services can be found in Annex IV. 
Nrmare information om de 45 generaldirektoraten och avdelningarna finns i bilaga IV. 1
8 02 In the 2018 budget, appropriations for human resources at the Commission came to Ű3.2 billion2, out of Ű5.5 billion for all EU staff. 
02 I budgeten fr 2018 uppgick anslagen fr personal vid kommissionen till 3,2 miljarder euro2 av det totala beloppet p 5,5 miljarder euro fr EU:s samtliga anstllda.
03 EU staff are employed and categorised by type of employment: officials who are appointed and have permanent employment, and temporary and contract staff3. 
03 EU:s personal anstlls och kategoriseras per typ av anstllningsavtal: tjnstemn som tillstts och har fasta kontrakt, och tillflligt anstllda och kontraktsanstllda3.
There are also local staff in EU delegations in third countries. 
Det finns ven lokalt anstllda vid EU:s delegationer i tredjelnder.
Permanent and temporary staff belong to one of three function groups: administrators (AD), assistants (AST) and secretarial and clerical assistants (AST/SC). 
Fast och tillfllig personal tillhr en av de tre tjnstegrupperna: handlggare (AD), assistenter (AST) eller sekreterare och kontorspersonal (AST/SC).
Each group covers a different range of pay grades: AD5 to AD16, AST1 to AST11, and AST/SC1 to AST/SC6. 
Varje grupp bestr av olika lnegrader: AD5 till AD16, AST1 till AST11, och AST/SC1 till AST/SC6.
04 The basic rights, duties and responsibilities of the employer and the employee are defined in the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union (together we refer to these as the "SR"). 
04 Grundlggande rttigheter, skyldigheter och ansvar fr arbetsgivare och arbetstagare faststlls i tjnstefreskrifterna fr tjnstemn i Europeiska unionen och anstllningsvillkoren fr vriga anstllda i unionen (vi hnvisar till bda som ÓtjnstefreskrifternaÓ).
These texts were first adopted in 1962. 
Dessa texter antogs fr frsta gngen 1962.
Until the early 2000s, relatively few changes were made to the SR, despite modifications in the structure of the Commission and revision of the conditions of employment in other international organisations and many Member StatesŐ civil services. In 2003, however, the Commission proposed a number of far-reaching and extensive amendments ("the 2004 reform") in view of the 2004 EU enlargement. 
Fram till tidigt 2000-tal genomfrdes relativt f ndringar av tjnstefreskrifterna, trots att det skett frndringar i kommissionens struktur och trots att anstllningsvillkoren inom andra internationella organisationer och mnga medlemsstaters civilfrvaltningar hade ndrats. r 2003 freslog kommissionen dock ett antal lngtgende och omfattande ndringar (2004 rs reform) infr EU:s utvidgning 2004.
05 A further revision of the SR entered into force in 2014. 
05 En ytterligare versyn av tjnstefreskrifterna trdde i kraft 2014.
This was expected to be a milestone on the road towards more efficient administration, based on budgetary savings and improving aspects of human resources (HR) management at the EU institutions4. 
Den frvntades vara en milstolpe p vgen mot effektivare frvaltning med hjlp av budgetbesparingar och frbttringar av vissa aspekter av personalfrvaltningen vid EU:s institutioner4.
A stated aim of the revision was to "optimise the management of human resources in a European civil service characterised by its excellence, competence, independence, loyalty, impartiality and stability, as well as by cultural and linguistic diversity and attractive recruitment conditions"5. 
Ett angivet syfte med ndringen var Óatt s lngt mjligt effektivisera personaladministrationen i en europeisk offentlig frvaltning som srskilt utmrker sig genom sin expertis, kompetens, oberoende, lojalitet, opartiskhet, Beloppet inbegriper lnekostnaden fr kommissionens personal.
See Annex II for details - Categories of staff employed at the Commission. 
Se bilaga II fr nrmare uppgifter Đ Personalkategorier som arbetar vid kommissionen.
Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions, "A budget for Europe 2020", 29.6.2011, COM(2011) 500 final. 
Meddelande frn kommissionen till Europaparlamentet, rdet, Europeiska ekonomiska och sociala kommittn och Regionkommittn Đ En budget fr Europa 2020, 29.6.2011, KOM(2011) 500 slutlig.
The initial Commission proposal6 included a commitment to reduce staff numbers which was later incorporated into the Interinstitutional Agreement accompanying the MFF proposal ("the 5 % reduction of posts")7. 
Kommissionens ursprungliga frslag6 innehll ett tagande om att minska antalet anstllda, vilket sedan infrlivades i det interinstitutionella avtal som tfljde frslaget till flerrig budgetram (Óminska personalen med 5 %Ó)7.
During the negotiations, the Council put forward additional measures including a two-year pay and pension freeze. 
Under frhandlingarna lade rdet fram ytterligare tgrder, bland annat en tvrig frysning av lner och pensioner.
07 The timeline below (see Figure 2) show how the budgetary negotiations and other external events fed into the 2014 revision process. 
07 Tidslinjen nedan (se figur 2) visar hur budgetfrhandlingarna och andra yttre hndelser pverkade 2014 rs versynsprocess.
9 6 7 CommissionŐs Proposal for a Regulation of the European Parliament and of the Council amending the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union, COM(2011) 890 final, Brussels 13.12.2011, p. 
Kommissionens frslag till Europaparlamentets och rdets frordning om ndring av tjnstefreskrifterna fr tjnstemn i Europeiska unionen och anstllningsvillkoren fr vriga anstllda i Europeiska unionen, KOM(2011) 890 slutlig, Bryssel, 13.12.2011, s.
Interinstitutional Agreement of 2 December 2013 between the European Parliament, the Council and the Commission on budgetary discipline, on cooperation in budgetary matters and on sound financial management (OJ C 373 of 20.12.2013, p. 1). 
Interinstitutionellt avtal av den 2 december 2013 mellan Europaparlamentet, rdet och kommissionen om budgetdisciplin, samarbete i budgetfrgor och sund ekonomisk frvaltning (EUT C 373, 20.12.2013, s. 1).
Figure 2 Đ Events impacting the 2014 revision of the Staff Regulations Source: ECA. 08 At the time the proposed revision of the SR was being discussed, Member StatesŐ public finances were under pressure following the global economic and financial crisis8. 
Ľ Kommissionens frslag till versyn av tjnstefreskrifterna Ľ Rapport om befordringssystemen 2011 Europaparlamentets 2012 betnkande om kommissionens frslag till ndringav tjnstefreskrifterna 2013 De ndradetjnste-freskrifterna antas 08 Vid den tidpunkt d den freslagna versynen av tjnstefreskrifterna diskuterades var medlemsstaternas offentliga finanser under press p grund av den globala ekonomiska och finansiella krisen8.
Many Member States had announced measures to cut the cost of their public 10 8 http://ec.europa.eu/economy_finance/publications/pages/publication15887_en.pdf 
Mnga medlemsstater hade lagt fram tgrder fr att minska kostnaderna fr sina offentliga frvaltningar. Det rrde sig 8 http://ec.europa.eu/economy_finance/publications/pages/publication15887_en.pdf
09 Finally, following "trilogue" negotiations between the European Parliament, the Council and the Commission, changes were agreed to the SR focusing on two objectives: budgetary savings in administrative expenditure and improving human resources management (see Figure 3). 
09 Efter trepartsfrhandlingarna mellan Europaparlamentet, rdet och kommissionen kom man slutligen verens om ndringar av tjnstefreskrifterna som var inriktade p tv ml: budgetbesparingar inom de administrativa utgifterna och frbttrad personalfrvaltning (se figur 3).
Audit scope and approach 10 We examined whether the measures taken: (a) achieved the budgetary savings expected at EU level; (b) improved the HR situation at the Commission; (c) were prepared on sound basis, and their implementation at the Commission was monitored. 
Revisionens inriktning och omfattning samt revisionsmetod 10 Vi underskte om de tgrder som vidtagits a) ledde till de frvntade budgetbesparingarna p EU-niv, b) frbttrade personalsituationen vid kommissionen, c) var utformade p en stabil grund och om genomfrandet av dem vid kommissionen vervakades.
11 We covered the short-term (until 2020) and long-term (by 2064) results of the 2014 package, along with some of the effects of the 2004 reform, where relevant. 
11 Vi behandlade kortsiktiga (fram till 2020) och lngsiktiga (fram till 2064) resultat av 2014 rs paket, samt vissa av effekterna av reformen 2004 nr s var relevant.
We concentrated on the HR situation at the Commission, which accounts for the largest share of the EU institutionsŐ staff remunerations budget (58 %) and available posts (53 %). 
Vi fokuserade p personalsituationen vid kommissionen, som str fr den strsta delen av EU-institutionernas budget fr anstlldas lner (58 %) och tillgngliga tjnster (53 %).
We consider that the nature of the changes made will be similar at the other EU institutions. 
Vi bedmer att de ndringar som vidtas vid EU:s andra institutioner r av liknande typ.
Our audit did not extend to the financial impacts of measures, such as the externalisation of some administrative activities, which the Commission took to compensate for the staff cuts. 
Vr revision omfattade inte de ekonomiska effekterna av de tgrder som kommissionen vidtog fr att kompensera fr personalnedskrningarna, exempelvis externaliseringen av viss administrativ verksamhet.
Nor did we assess the Commission's implementation of HR strategies concerning the skills and competences of its staff. 
Vi bedmde inte heller kommissionens genomfrande av strategier fr frvaltning av personalens kunskaper och frdigheter.
12 Our audit work consisted of: (a) a review of Commission reports produced in line with the obligations in the SR HR financial and operational reporting. These included annual activity reports and management plans, the report on the equivalence of career structures9, Eurostat reports on the sustainability of the pensions system from 2011 and 2016, and the report on geographical balance in the EU institutions10; (b) an analysis of HR statistics, budget documents and staff surveys for the 2012-2018 period; COM(2011) 171 final-Report to the European Parliament and the Council on the equivalence between old and new career structures. 
12 Vrt revisionsarbete bestod av fljande: a) En genomgng av kommissionens rapporter som utarbetats i linje med skyldigheterna i tjnstefreskrifterna, finansiella rapporter och verksamhetsrapporter p personalomrdet; bland annat rliga verksamhetsrapporter och frvaltningsplaner, rapporten om likvrdighet mellan befordringssystemen9, Eurostats rapporter om pensionssystemets hllbarhet frn 2011 och 2016 och rapporten om den geografiska balansen inom EU:s institutioner10. KOM(2011) 171 slutlig Đ rapport till Europaparlamentet och rdet, Likvrdighet mellan det gamla och det nya befordringssystemet.
10 Report from the Commission to the European Parliament and the Council pursuant to Article 27 of the Staff Regulations of Officials and to Article 12 of the Conditions of Employment of Other Servants of the European Union (Geographical balance), COM(2018) 377 final. 13 9 
10 Rapport frn kommissionen till Europaparlamentet och rdet i enlighet med artikel 27 i tjnstefreskrifterna fr tjnstemn i Europeiska unionen och artikel 12 i anstllningsvillkoren fr vriga anstllda i Europeiska unionen (geografisk balans), COM(2018) 377 final. 12 9