natgillin/translations-raw huggingface dataset:
Key actions have proved to be very successful in structuring the specific programmes. 
Nyckeltgrder har visat sig vara mycket framgngsrika vid struktureringen av srskilda program.
A significant participation of small and medium-sized enterprises (SMEs) in the RTD framework programmes is set as an explicit cross programme objective by the legislator in the legal basis by means of a target percentage of 15 % across the board for all programmes, as well as the specific horizontal programme and ÔPromotion of innovation and encouragement of small and medium-sized enterprises participationŐ. 
Lagstiftaren har i den rttsliga grunden, genom att faststlla en mlprocentenhet p 15 % fr alla program uttryckt att ett betydande deltagande av sm och medelstora fretag i FoTU-ramprogrammen r ett ml fr alla program. Detta tar sig ocks uttryck i det srskilda vergripande programmet och programmet ÓFrmja innovation och uppmuntra sm och medelstora fretags deltagande (Promotion of innovation and encouragement of small and medium sized enterprises participation)Ó.
Specific measures across the different thematic programme are clearly necessary to achieve this objective. 
Fr att uppn detta ml r det klart ndvndigt med srskilda tgrder fr de olika tematiska programmen.
For FP6, the objectives relating to participation of legal entities in accordance with the international cooperation interests have also been integrated into the thematic priorities. 
Fr sjtte ramprogrammet har mlen vad gller rttssubjektens deltagande i enlighet med de internationella samarbetsintressena ocks integrerats i de tematiska prioriteringarna.
In addition, there is a special action for promoting the participation of SMEs. 
Vidare finns det en srskild tgrd fr att frmja sm och medelstora fretags deltagande.
The target of achieving 15 % participation from SMEs has also been integrated into the whole framework programme and there is a particular action specifically for SMEs. 
Mlet p ett deltagande p 15 % fr sm och medelstora fretag har ocks integrerats i hela ramprogrammet och det finns en srskild tgrd som riktar sig till sm och medelstora fretag.
ÔGroups of DirectorsŐ were set up to ensure coordination between thematic programmes and linked policy domains. 
ÓDirektrsgruppenÓ inrttades fr att skerstlla samordningen mellan tematiska program och drtill kopplade politikomrden.
In November 2001 these groups were in addition assigned to exercise the inter departmental consultation, according to the Commission Empowerment Decision for FP5, which constituted an important simplification of the decision-making process of FP5. 
I november 2001 fick dessa grupper i uppgift att genomfra avdelningsvergripande samrd i enlighet med kommissionens beslut om kad delaktighet i samband med femte ramprogrammet, som var ett viktigt bidrag till frenklingen av beslutsprocessen i femte ramprogrammet.
As far as Directorate-General Information Society is concerned internal coordination between different Directorates is assured by weekly meetings of directors, whereas coordination between Directorates-General at the level of work programmes, call for proposals and project selection was assured by written interdepartmental consultation. 
I generaldirektoratet fr informationssamhllet skerstlls den interna samordningen mellan de olika direktoraten under direktrernas veckomten, medan samordningen mellan generaldirektrerna vad gller arbetsprogrammen, anskningsomgngar och projekturval grs genom skriftliga samrd mellan dem.
56. Although the Directors-General and Directors assure the overall responsibility, many of these issues are dealt with primarily at the level of administration and finance units rather than at the level of Directors. 
56. ven om generaldirektrerna och direktrerna har det vergripande ansvaret, behandlas mnga av dessa frgor i frsta hand i administrativa och finansiella enheter istllet fr p direktrsniv.
The completion of earlier programmes was followed up through close and regular monitoring of the budgetary execution at the level of Directors. 
Avslutandet av tidigare program fljdes upp p direktrsniv genom en nra och regelbunden vervakning av budgetgenomfrandet.
The decentralised management approach used in FP5 has in general been efficient and effective, with a balance between adapting approaches to local needs and specific requirements. 
Den decentraliserade frvaltning som anvndes i femte ramprogrammet har generellt varit ndamlsenlig och effektiv, med balans mellan anpassningen till lokala behov och srskilda krav.
Where needed coordination across FP5 was assured by appropriate means. For FP6 this approach will be continued, with more coordination for the support functions but keeping the benefits of managing the programme at the level of individual Directorates-General. 
Vid behov skerstlldes samordningen i femte ramprogrammet p lmpligt stt. Denna samordning kommer att fortstta i sjtte ramprogrammet med kad samordning av stdfunktionerna, men man behller frdelarna med att frvalta programmet i de individuella generaldirektoraten.
The Commission agrees that the time from publication of calls to contract signature as observed in the first phase of FP5 throughout the different programmes managed by different Directorates-General was too long. 
Kommission instmmer i att det tog fr lng tid frn det att anskningsomgngarna offentliggjordes till att kontrakten undertecknades under frsta fasen av femte ramprogrammet fr de olika programmen som frvaltas av olika generaldirektorat.
The Commission has made efforts to decrease Ôtime to contractŐ, in particular for Directorate-General Information Society, which significantly reduced the average time-to-contract for the programme ÔUser-friendly information societyŐ (see paragraph 61). 
Kommissionen har frskt frkorta tiden fram till att kontrakten undertecknas. Generaldirektoratet fr informationssamhllet har kraftigt frkortat den genomsnittliga tiden fram till undertecknandet av kontrakt fr programmet ÓEtt anvndarvnligt informationssamhlleÓ (se punkt 61).
The average of 263 calendar days hides a considerable variety between types of actions and does not take into account important constraints for contractors as well as the Commission. 
Genomsnittet p 263 kalenderdagar dljer en stor variation av typer av tgrder och speglar inte de begrnsningar som svl avtalsparterna som kommissionen str infr.
Furthermore, the CommissionŐs performance of the Ôtime-to-contractŐ compares favourably with other research programmes. 
Kommissionens resultat vad gller tiden fram till det att kontrakten undertecknas r positivt jmfrt med andra forskningsprogram.
Since 2001 the Commission has attempted to tackle the problem by simplifying its own internal procedures, for example by decentralising decision-making in accordance with its own internal rules (see paragraph 66), but also by requesting the requisite information at an early stage and by collecting contractorsŐ signatures without awaiting finalisation of its internal procedures. 
Kommissionen har sedan 2001 strvat efter att lindra konsekvenserna genom att frenkla sina interna frfaranden, t.ex. genom att decentralisera beslutsfattandet i enlighet med kommissionens nya arbetsordning (se punkt 66), men ocks genom att tidigt begra ndvndiga upplysningar och samla in avtalsparternas underskrifter utan att vnta p att de interna frfarandena skall avslutas.
These arrangements will be renewed under FP6 and will complement the new arrangements governing the entry into force of contracts as established by that framework programmeŐs participating rules. 
Dessa tgrder kommer att fortstta i sjtte ramprogrammet och komplettera de nya bestmmelserna fr kontraktens ikrafttrdande som faststlls i ramprogrammets regler fr deltagande.
C 99/52 EN Official Journal of the European Union 23.4.2004 62. 
C 99/52 SV Europeiska unionens officiella tidning 23.4.2004 62.
Nevertheless, as pointed out by the Court, the legislator insisted on this aspect when adopting the legal base for FP5. 
Revisionsrtten ppekar dock att lagstiftaren insisterade p denna aspekt nr den rttsliga grunden fr femte ramprogrammet antogs.
The Commission agrees that the delays in the establishment of the evaluation platform caused problems, in particular for the evaluations related to the first calls for proposals in 1999. 
Kommissionen instmmer i att frseningarna vad gller inrttandet av en utvrderingsplattform frorsakade problem, srskilt fr utvrderingarna avseende de frsta anskningsomgngarna under 1999.
These problems were overcome in the following evaluations and the Commission considers that the service worked satisfactorily. 
Dessa problem lstes under fljande utvrderingar och kommissionen anser att direktoratet arbetade tillfredsstllande.
A common evaluation platform is also used for FP6. 
En gemensam utvrderingsplattform anvnds ocks i sjtte ramprogrammet.
A centralisation of support functions will not necessarily increase efficiency. 
En centralisering av stdfunktionerna kar inte ndvndigtvis effektiviteten.
The CommissionŐs reform is about giving responsibility for an action to those who have actual control over the action. 
Kommissionens reform syftar till att ge dem som har den faktiska kontrollen ver en tgrd ansvaret fr den.
This requires proper coordination and supervision, but is not in contradiction with the latter. 
Det krver samordning och vervakning, men strider inte mot det sistnmnda.
Moreover it is important to ensure proximity between the support functions and operational services. 
Det r dessutom viktigt att skerstlla nrhet mellan stdfunktionerna och de operativa tjnsterna.
The first calls for proposals could not be published until all the elements forming the legal basis had been adopted. 
De frsta anskningsomgngarna kunde offentliggras frst efter det att alla inslag i den rttsliga grunden antagits.
The situation in 1999 was somewhat unusual in that the specific programmes were not adopted until February, i.e. in the course of the year of implementation. 
Situationen under 1999 var speciell, eftersom de srskilda programmen antogs frst i februari, dvs. under det pgende genomfr-anderet.
On the basis of that experience the schedule for adopting FP6 and its specific programmes was prioritised and respected. 
P grundval av denna erfarenhet betraktades tidsplanen fr antagandet av sjtte ramprogrammet och dess srskilda program som en prioritering och har iakttagits.
The length of their contracts was therefore unrelated to the length of the framework programmes, which did not exist at the time. 
Anstllningskontraktens varaktighet r drmed inte knuten till ramprogrammens varaktighet, som inte fanns vid denna tidpunkt.
The target set in 1996 (40 % of officials) was to have been reached after an estimated transition period of about 10 years. 
Mlet fr 1996 p 40 % tjnstemn (fast anstllda) skall uppns efter en vergngsfas p ungefr tio r.
So it is not abnormal that the rate in 2001 should be only 28 %. 
Det r drfr inte onormalt att det under 2001 bara fanns 28 % tjnstemn.
The target was raised to between 60 and 90 % with the decision on the new research staff policy adopted on 27 December 2001 (COM(2001) 792 final). 
Detta ml har hjts till mellan 60 och 90 % genom beslutet om den nya politiken fr forskningspersonal, som antogs den 27 december 2001 (KOM(2001) 792 slutlig).
As a rule, the same staff deal with work left over from the previous framework programme, current framework programme projects and preparations for the next framework programme. 
Samma personal frvaltar vanligtvis resterande del av fregende ramprogram, projekten i pgende ramprogram och frberedelsen av det framtida ramprogrammet.
The Commission shares the CourtŐs concern as regards the assignment of external staff to essential financial or IT duties. 
Kommissionen delar revisionsrttens farhgor nr det gller anvndningen av extern personal fr att utfra viktiga uppgifter p finans-eller dataomrdet.
It is true that the vacancy rate was very high in 2001. 
Det r riktigt att antalet lediga tjnster var mycket stort under 2001.
Lists of successful candidates for research posts did not become available until mid-2000 and the effects were felt gradually: by 2003, the vacancy rate was around 7 %. 
Listan ver dem som klarat uttagningsprovet fr forskningspersonal fanns tillgnglig frst under mitten p 2000 och effekterna mrktes gradvis: under 2003 var antalet lediga tjnster ungefr 7 %.
The Commission is currently developing a mobility policy based on the guidelines on mobility adopted by the Commission in 2002. 
Kommissionen hller p att utveckla en rrlighetspolitik som baseras p de riktlinjer fr rrlighet som kommissionen antog under 2002.
This will include a policy on posts that remain vacant after publication and systematic verification of laureate lists. 
Den kommer att inbegripa en politik fr tjnster som inte tillsatts efter offentliggrandet och systematisk kontroll av listan ver dem som klarat uttagningsproven.
Decisions on the (re-)allocation of such vacant posts will be dealt with at senior management level. 
Beslut om (om-)frdelningen av de lediga tjnsterna kommer att fattas av ledningen p hgsta niv.
Efforts to appoint staff to permanent posts and the possibility of recruiting new officials for vacant research posts should improve the situation. 
Insatserna fr att fastanstlla tillflligt anstllda och mjligheterna att anstlla nya tjnstemn p lediga forskartjnster br gra det mjligt att frbttra situationen.
Personnel and vacancy management should enable the risks identified by the Court, and shared by the Commission, to be limited and external staff as a percentage of the total to be reduced in the longer term. The Commission aims to reduce the 
Insatserna inom personalfrvaltningen och hanteringen av frgan om lediga tjnster br gra det mjligt att begrnsa de risker som revisionsrtten ppekat och som kommissionen instmmer i. Kommissionen har som ml att p lng sikt minska
23.4.2004 EN Official Journal of the European Union C 99/53 proportion of external staff with a corresponding increase in permanent staff. 
23.4.2004 SV Europeiska unionens officiella tidning C 99/53 andelen extern personal till frmn fr fast anstlld personal.
This approach takes on board the CourtŐs concerns regarding the assignment of external staff to essential financial or IT duties (see paragraph 70). 
Denna strategi tar hnsyn till revisionsrttens farhgor nr det gller anstllningen av extern personal fr viktiga uppgifter p finans-och dataomrdet (se punkt 70).
The project officerŐs profile has an increasing political and horizontal dimension and carries greater responsibilities. 
Profilen som projektansvarig innehller en kande politisk och vergripande dimension med allt mera ansvar.
It has therefore been decided, partly with a view to promoting mobility, to recruit as project officers successful candidates with a scientific background (who could, if necessary, be given specialist assistance throughout the duration of the project). 
Fr att frmja rrligheten frordas att man som projektansvarig anstller personer som har klarat ett uttagningsprov och som har en vetenskaplig bakgrund (som vid behov kan bists av experter under hela projektet).
The first research competition has been launched with that aim. 
Det frsta uttagningsprovet fr forskning har inletts med detta som ndaml.
These personnel and vacancy management measures on the part of the Commission should enable the risks observed by the Court to be reduced (see point 72). 
De insatser som kommissionen inlett vad gller personalfrvaltning och lediga tjnster r avsedda att begrnsa de risker som revisionsrtten ppekat (se punkt 72).
Resources of the other categories are supporting the work of those allocated to proposal, contract and project management. 
Resurser frn andra kategorier stder den personal som arbetar med frvaltning av frslag, kontrakt och projekt.
Their importance illustrates amongst other things the efforts made for coordination and programme management. 
Deras antal illustrerar bland annat de insatser som grs fr samordning och programfrvaltning.
As for the differences observed by the Court, these may also be due to differences in the organisational profile of services or due to differences in the types of indirect RTD actions administrated (see paragraph 77). 
Nr det gller de skillnader som revisionsrtten iakttagit kan dessa ocks bero p skillnader i tjnsternas organisation eller de typer av indirekta FoTU-tgrder som administreras (se punkt 77).
In Directorate-General Research, for instance, the emphasis put on the creation of the European Research Area (ERA), the design and planning of FP6 and the reorganisation of the services, which led to the creation of the units responsible for political coordination and strategic issues, might explain a lower rate. 
I generaldirektoratet fr forskning kan till exempel den stora vikt som lggs vid bildandet av det europeiska forskningsomrdet, utformning och planering av sjtte ramprogrammet och omorganisationen av tjnsterna fr att skapa enheter som r ansvariga fr politisk samordning och strategiska frgor, frklara den lgre satsen.
For 2002, however, in a similar exercise carried out within the Directorate-General for Research, it was estimated that 56 % of all the staff of the Directorate-General were involved in project management (32 % for the selection and the scientific follow-up of indirect RTD actions and 24 % for the financial and administrative tasks). 
Fr 2002 faststlldes vid en liknande berkning i generaldirektoratet fr forskning att 56 % av hela personalen i generaldirektoratet var inbegripna i projektfrvaltning (32 % med urval och vetenskaplig uppfljning av indirekta FoTU-tgrder och 24 % med finansiella och administrativa uppgifter).
It is true that the number of projects managed by project officers is high. 
Antalet projekt som frvaltas av projektansvariga har hjts.
However, it should be borne in mind that scientific follow-up for projects often relies partly on the assistance of external experts. 
Hnsyn skall dock tas till att det ofta r externa experter som genomfr den vetenskapliga uppfljningen av projekten.
A variable relationship exists between the various programmes and personnel expenditure. 
Det finns ett frhllande mellan de olika programmen och personalutgifterna som r rrligt.
The rate set for the ÔUser-friendly information societyŐ (IST) programme reflects the needs identified in the course of the legislative process, taking particular account of the involvement of a large number of small and medium-sized enterprises. 
Den sats som faststllts fr programmet ÓEtt anvndarvnligt informationssamhlleÓ motsvarar de behov som faststlldes vid lagstiftningsprocessen, srskilt med hnsyn till att ett stort antal sm och medelstora fretag deltagit.
The ceilings on administrative expenditure defined by the legislator for the management of the RTD framework programmes were respected by the Commission. 
Kommissionen har iakttagit de tak fr administrativa utgifter som lagstiftaren faststllt fr frvaltningen av FoTU-ramprogrammet.
The CommissionŐs proposals regarding the framework programmeŐs forecast requirements are based on a detailed analysis of necessary resources. 
Kommissionens frslag vad gller prognoserna ver behoven fr ramprogrammen baseras p en detaljerad analys av de ndvndiga resurserna.
The alternative measure of the proportion of the budget that went to the administration of the RTD framework programmes presented by the Court is not the one required by the relevant legal bases or consistent with the budgetary structure. 
Den alternativa tgrd avseende den del av budgeten som gr till administration fr FoTU-ramprogrammen som revisionsrtten lagt fram verensstmmer inte med den relevanta rttsliga grunden eller med budgetstrukturen.
The staff allocation is presented in the Annual Management Plan in accordance with Activity-Based Budgeting (ABB) since 2002, but 2004 will be the first year where the General Budget will be officially based on this new system. 
Personaltilldelningen har sedan 2002 lagts fram i den rliga frvaltningsplanen i enlighet med den verksamhetsbaserade budgeteringen, men 2004 r det frsta r som den allmnna budgeten officiellt kommer att baseras p detta nya system.
In the CommissionŐs view, a time recording system would mainly increase the administrative burden for its services. 
Kommissionen anser att ett tidsregistreringssystem frmst skulle ka generaldirektoratens administrativa brda.
The information provided by such a system is not considered as sufficiently relevant to make its implementation a cost-efficient measure. 
Uppgifterna frn ett sdant system anses inte tillrckligt relevanta fr att dess genomfrande skulle bli kostnadseffektivt.
The Commission accepts that system integration would have improved the efficiency of the FP5 management system and agrees that a central management information system would have been desirable. 
Kommission godtar att en systemintegration skulle ha frbttrat effektiviteten i femte ramprogrammets frvaltningssystem och instmmer i att det skulle ha varit nskvrt med ett centralt frvaltningssystem.
Given the constraints at the start of FP5, it would however not have been feasible to embark immediately on the development of a single global and integrated IT system. 
Med tanke p begrnsningarna i samband med inledningen av femte ramprogrammet hade det inte varit genomfrbart att omgende pbrja utvecklingen av ett enda globalt och integrerat IT-system.
Since the beginning of FP5, the Directorates-General operating the RTD framework programmes have used a common database for experts and single system for the electronic submission of proposals (Protool). 
Sedan femte ramprogrammet inleddes har de generaldirektrer som driver FoTU-ramprogram anvnt en gemensam databas fr experter och ett system fr elektronisk verfring av frslag (ÓProtoolÓ).
They also shared the Evaluation Service Provider (ESP) who, inter alia, was charged with introducing the entire contents of all proposals into a common database and tracking them during evaluations. 
De delade ocks databasen fr utvrderings-tjnster (Evaluation Service Provider, ESP) som bland annat skall infra alla frslag i en gemensam databas och spra dem under utvrderingarna.
Recognising the importance of sharing information on contracts and contractors, a common FP5 contract data warehouse (DWH) was established from 2002 onwards. 
Efter att man erknt betydelsen av att dela information om kontrakt och avtalsparter infrdes under 2002 lagring av kontraktsdata (contract data warehouse, DWH) fr femte ramprogrammet.
Following an evolutionary approach, the Commission has decided to integrate its IT systems gradually over time and to launch a fully integrated system for FP6 (see paragraph 86). 
Kommissionen har beslutat att integrera sina IT-system gradvis och infra ett helt integrerat system fr sjtte ramprogrammet (se punkt 86).
83. Although the situation differed from one Directorate-General to another, central IT systems were operated by all Commission services by the end of FP5. 
83. ven om situationen skiljer sig frn ett generaldirektorat till ett annat hade alla kommissionens direktorat centrala IT-system vid slutet av femte ramprogrammet.
The Directorate-General Information Society and Directorate-General Research developed IT support for checking of legal and financial viability of potential 
Generaldirektoratet fr informationssamhllet och generaldirektoratet fr forskning utvecklade IT-std fr kontroll av potentiella avtalsparters juridiska och
C 99/54 EN Official Journal of the European Union 23.4.2004 contractors, these being integrated with the early warning system of Sincom as well as their contract databases. 
C 99/54 SV Europeiska unionens officiella tidning 23.4.2004 ekonomiska lnsamhet.
Both Directorates-General also integrated their contract and payment systems directly with Sincom. 
Bda generaldirektoraten har ocks integrerat sina kontrakts-och betalningssystem direkt i Sincom.