natgillin/translations-raw huggingface dataset:
For the Court of Justice: the historical average duration for cases of the same type (as determined by the type of the procedure and the type of decision), the judicial formation that the case was referred to, taking into account that more complex cases are generally referred to the Chambers of five Judges and the Grand Chamber, the total number of pages of documents that are part of the case file, the number of pages that were translated for the case, if there was an opinion from the Advocate-General, the type of decision (judgement or order), the number of pages of the decision. 
Fr domstolen: historisk genomsnittlig handlggningstid fr ml av samma typ (med avseende p typ av frfarande och typ av avgrande), dmande sammansttning som mlet frdelats till med beaktande av att mer komplexa ml i allmnhet frdelas till avdelningarna med fem domare och till stora avdelningen, totalt antal sidor i de handlingar som r en del av akten i mlet, antal sidor som versatts i mlet, huruvida generaladvokaten lmnade ett frslag till avgrande, typ av avgrande (dom eller beslut) och antal sidor i avgrandet.
For the General Court: the historical average duration for cases of the same type (as determined by the subject matter of the case and the type of decision), the total number of pages of documents that are part of the case file, the number of pages that were translated for the case, the type of decision (judgement or order), the number of pages of the decision. 
Fr tribunalen: historisk genomsnittlig handlggningstid fr ml av samma typ (med avseende p mnesomrde och typ av avgrande), totalt antal sidor i de handlingar som r en del av akten i mlet, antal sidor som versatts i mlet, typ av avgrande (dom eller beslut) och antal sidor i avgrandet.
Each of the factors used can be considered relevant with regard to the overall duration of the cases. This result demonstrates that a further analysis of historic case data could be used with a view to generating more detailed management information than is currently the case, identifying cases for which the duration was significantly longer or shorter than the characteristics of the cases would suggest. 
dessa faktorer kan anses relevant i frhllande till mlens totala handlggningstid. Detta resultat visar att en ytterligare analys av historiska uppgifter om ml skulle kunna anvndas i syfte att f fram mer detaljerad ledningsinformation n vad som r fallet i nulget, genom att identifiera ml dr tidstgngen varit betydligt lngre eller kortare n frvntat med hnsyn till mlets egenskaper.
This information could then be used to identify, for example, recurrent problems having led to excessive duration as well as best practices leading to the closure of cases in shorter time-frames. 
Denna information skulle sedan kunna anvndas till exempel fr att identifiera terkommande problem som medfr ondigt lnga handlggningstider liksom bsta praxis som leder till att ml kan avslutas inom kortare tidsramar.
This has the potential to support decision-making throughout the lifecycle of cases and contribute to improving the efficiency of overall case management. 
Detta skulle kunna stdja beslutsfattandet genom mlens hela livscykel och bidra till att frbttra effektiviteten i den vergripande handlggningen av mlen.
The analysis presented represents a first attempt to exploit existing data. 
Den framlagda analysen r ett frsta frsk att utnyttja befintliga uppgifter.
Evidently, it could be further refined on the basis of the CJEUŐs experience, including the consideration of more factors and of the tailoring of the weightings attributed to different factors. 
Det r uppenbart att metoden kan frfinas baserat p EU-domstolens erfarenhet, inbegripet beaktande av fler faktorer och en anpassad viktning av olika faktorer.
Support for the case management process 73. 
Std fr handlggningsprocessen 73.
We carried out an examination of aspects of the translation activity (see paragraphs 74 to 79) and of the IT systems (see paragraphs 80 to 85). 
Vi underskte aspekter p versttningsverksamheten (se punkterna 74Đ79) och it-systemen (se punkterna 80Đ85). versttning 74. versttningen av handlingar spelar en avgrande roll i stdet till EU-domstolens dmande verksamhet, mot bakgrund av skyldigheten att behandla ml och avge ett betydande antal rttsliga avgranden p samtliga av EU:s officiella sprk.
In our sampled cases (see paragraphs 36 to 40, and 46 to 50), such impact is limited compared to the overall timeline of a case. 
I vrt urval av ml (se punkterna 36Đ40 och 46Đ50) r den inverkan begrnsad i frhllande till ett mls totala tidslinje.
For example, the availability of the translation of the last procedural document at the end of the written procedure and of the draft judgment. 
50 42 Till exempel tillgng till versttningen av den sista rttegngshandlingen i slutet av det skriftliga frfarandet och av utkastet till dom.
In the period 2014-2016, the CJEU had a total number of 1.1 million pages translated each year. 
Under perioden 2014Đ2016 lt EU-domstolen verstta totalt 1,1 miljoner sidor varje r.
Between 26 % and 36 % of translations were done by external lawyer linguists, the annual cost of which ranged from 9 to 12 million euro. 
Mellan 26 och 36 % av versttningarna gjordes av externa juristlingvister till en rlig kostnad p mellan 9 och 12 miljoner euro.
Setting of deadlines 76. 
Faststllande av tidsfrister 76.
The CJEU has different methods for setting deadlines with regard to the translation of case documents. 
EU-domstolen har olika metoder fr att faststlla tidsfrister nr det gller versttning av handlingar i ml.
For most translations, tailored time-frames are set51. 
Fr de flesta versttningar faststlls skrddarsydda tidsramar51.
As an alternative, fixed time-frames, with no consideration of the characteristics of the cases52, are used. 
Som ett alternativ anvnds fasta tidsramar utan hnsyn till mlens egenskaper52.
In this case, deadlines do not reflect the average potential daily translation capacity of a lawyer linguist. 
I det fallet terspeglar inte tidsfristerna den genomsnittliga potentiella dagliga versttningskapaciteten fr en juristlingvist.
The combination of tailored and fixed time-frames allows a margin of flexibility in managing the workload of DG TRAD. 
Kombinationen av skrddarsydda och fasta tidsramar ger utrymme fr viss flexibilitet i hanteringen av arbetsbelastningen p generaldirektoratet fr versttning.
Central and local planning 77. 
Central och lokal planering 77.
Deadlines are agreed between the requesting service53 and the central planning department. 
Tidsfrister avtalas mellan den bestllande enheten53 och den centrala planeringsavdelningen.
Management tools exist to plan the work on a weekly basis, and to monitor the translation of documents in accordance with the deadlines. 
Frvaltningsverktyg finns fr att planera arbetet p veckobasis och vervaka versttningen av handlingar i enlighet med tidsfristerna.
However, the actual time spent by lawyer linguists on the specific documents is not recorded. 
Den faktiska tid som juristlingvisterna gnar t specifika dokument registreras dock inte.
Such information, if it were available, could allow the identification of possible areas of efficiency gains or of best practices. 
Om sdan information fanns tillgnglig skulle man kunna identifiera eventuella omrden fr effektivitetsvinster eller bsta praxis.
Respect of deadlines for the translation of documents 78. 
Hur tidsfristerna fr versttning av handlingar hlls 78.
We noted that for the years 2014 and 2015 deadlines for translation were largely respected. The translation of the last procedural documents, in the context of the written procedure, is a key date because it triggers the start of the indicative deadline for the preliminary reports to be drawn by the Judges. 
Vi noterade att ren 2014 och 2015 hlls tidsfristerna fr versttning i stor utstrckning. versttningen av de sista rttegngshandlingarna inom ramen fr det skriftliga frfarandet r ett centralt datum eftersom det innebr att den vgledande 51 52 53 43 Detta gller domar och generaladvokaternas frslag till avgranden.
For example, 20 working days for a request for preliminary ruling and generally two months for the translation of the procedural documents (not exceeding 50 pages at the General Court). 
Exempelvis 20 arbetsdagar fr en begran om frhandsavgrande och i allmnhet tv mnader fr versttning av rttegngshandlingarna (hgst 50 sidor vid tribunalen).
In particular, the Registry, the Cabinet of the responsible ChamberŐs President or the Reporting JudgeŐs Cabinet. 
Framfr allt kansliet, den ansvariga avdelningens ordfrandes kabinett eller referentens kabinett.
cases (29 % for the Court of Justice and 57 % for the General Court) translations were made available respectively between 5.5 and 9 days ahead of the fixed internal time-frame set. 
Vi konstaterade att i ett betydande antal ml (29 % fr domstolen och 57 % fr tribunalen) tillhandahlls versttningarna i genomsnitt 5,5 respektive 9 dagar fre den faststllda interna tidsramen.
Comparison of the performance with other EU institutions 79. 
Jmfrelse av effektiviteten i frhllande till andra EU-institutioner 79.
The CJEU participates in the inter-institutional Executive Committee for Translation (ECT) whose aim is to promote best practices. 
EU-domstolen deltar i den interinstitutionella verkstllande kommittn fr versttning (ECT) vars syfte r att frmja bsta praxis.
Progress has been made by the CJEU towards establishing performance indicators (known as KIAPI), with a view to using a methodology to measure the translation activity54 that could permit comparisons to be made with other EU institutions55. 
Framsteg har gjorts av EU-domstolen i arbetet med att faststlla resultatindikatorer (s kallade Kiapi), med sikte p att anvnda en metod fr att mta versttningsverksamheten54 som mjliggr jmfrelser med andra EU-institutioner55.
IT systems 80. 
It-system 80.
Complexity and lack of integration 81. 
Komplexitet och brist p integrering 81.
There are 95 separate IT applications covering judicial and administrative activities in the CJEU. 
Det finns 95 separata it-applikationer fr rttslig och administrativ verksamhet inom EU-domstolen.
According to the CJEU, this large number of applications is due to the existence of more than one Court and to the complexity of inter-dependent processes. 
Enligt EU-domstolen hnger det stora antalet applikationer ihop med att det finns mer n en domstol och med komplexiteten i sammankopplade processer.
In addition, the CJEU has continued to rely on a core data-base, Litige, introduced in 1995, while still developing individual applications to meet specific needs. An overriding priority has been the need to ensure continuity in judicial case processing. 54 55 56 43 This covers the following measures: (1) cost of translation, (2) cost of translation (moving average), (3) pages of translation (output), (4) quality control, (5) deadline compliance / requests delivered on-time, (6) translation staff, (7) work rate, (8) outsourcing rate, and (9) non-translation outputs and indicators. 
Dessutom har EU-domstolen fortsatt att frlita sig p en central databas, Litige, som infrdes 1995, 54 55 56 44 Detta omfattar fljande tgrder: 1) kostnad fr versttning, 2) kostnad fr versttning (glidande medelvrde), 3) antal versatta sidor (output), 4) kvalitetskontroll, 5) verensstmmelse med tidsfrister/bestllningar levererade i tid, 6) versttningspersonal, 7) arbetstakt, 8) andel utlggning p entreprenad och 9) output och indikatorer fr annat n versttning.
Follow-up of the observations and recommendations of the discharge resolution of the Parliament of 29 April 2015 concerning 2013 (question 24). 
Uppfljning av iakttagelserna och rekommendationerna i Europaparlamentets resolution av den 29 april 2015 om ansvarsfrihet fr budgetret 2013 (punkt 24).
CEPEJ Studies No 24 on the European Judicial System (Efficiency and Quality of Justice) ŇThematic report: Use of Information Technology in European CourtsÓ (2016). 
Cepejs studie nr 24 om det europeiska rttssystemet (Efficiency and Quality of Justice [effektivitet och kvalitet inom rttsvsendet]) Thematic report: Use of Information Technology in European Courts (tematisk rapport: anvndning av informationsteknik i europeiska domstolar) (2016).
Interfaces with other applications 82. 
Grnssnitt mot andra applikationer 82.
The lack of integration between Litige and the other applications used for case processing requires in some cases manual entries and input duplication, which is inefficient and creates the risk of generating erroneous data. 
Bristen p integrering mellan Litige och de vriga applikationer som anvnds vid behandling av ml gr att det i vissa fall krvs manuella inlgg av uppgifter och dubbla inmatningar vilket r ineffektivt och leder till en risk fr att felaktiga uppgifter skapas.
Improvements in the IT architecture for case management 83. 
Frbttringar i it-arkitekturen fr handlggningen av ml 83.
The multi-annual strategic plan of the Directorate for Information Technology (DIT) for the years 2016-202057 recognizes that IT development can contribute to bring significant benefits in terms of effectiveness, reducing delays and the need for resources. 
I den flerriga strategiska planen fr direktoratet fr informationsteknik (DIT) fr ren 2016Đ202057 konstateras att it-utveckling kan bidra till betydande effektivitetsvinster och drmed minska frseningarna och resursbehoven.
There have been several attempts made by the CJEU to improve the existing IT systems for case management. 
EU-domstolen har gjort flera frsk att frbttra de befintliga it-systemen fr handlggning av ml.
In particular, in 2000 the General Court launched an ambitious project of an integrated IT system for case management named Pro-Curia with the aim to replace Litige with simplified and standardized functionalities. 
Framfr allt inledde tribunalen r 2000 ett ambitist projekt med ett integrerat it-system fr handlggningen av ml kallat Pro-Curia i syfte att erstta Litige med frenklade och standardiserade funktioner.
Due to difficulties in the implementation, the development of this system has been stopped. 
P grund av svrigheter i genomfrandet har utvecklingen av detta system stoppats.
As a result, the CJEU kept Litige and decided to implement two other projects based on that system, Enterprise Content Management (ECM) programme and Litige modernization, with a view to improve IT support to case management. 
Som ett resultat av det behll EU-domstolen Litige och beslt att genomfra tv andra projekt baserade p det systemet, programmet Enterprise Content Management (ECM) och modernisering av Litige, i syfte att frbttra it-stdet fr handlggning av ml.
Language practices 86. 
Sprklig praxis 86.
Language practices directly impact on the judicial activity of the CJEU. 
Sprklig praxis har en direkt inverkan p EU-domstolens dmande verksamhet.
The use of French, as the only deliberation and de facto working language (with the exception of opinions of the Advocates-General58), requires that all procedural documents are translated into that language from the official EU language in which they are received, with the exception of annexes to pleadings which are translated only on request. 
Anvndningen av franska som enda verlggningssprk och i praktiken arbetssprk (med 57 45 Evolution des technologies de lŐinformation  la Cour de Justice de lŐUnion europenne: Une approche stratgique 2016Đ2020 (utveckling av informationsteknik vid Europeiska unionens domstol: en strategi fr 2016Đ2020).
We noted that between 2014 and 2016 a significant share of cases referred to the CJEU, and particularly to the General Court, had English (28 %) or German (20 %) as procedural language, as compared to those in French (13 %). 
Vi konstaterade att en betydande andel av de ml som anhngiggjordes mellan 2014 och 2016 vid EU-domstolen, och framfr allt vid tribunalen, hade engelska (28 %) eller tyska (20 %) som rttegngssprk, att jmfra med franska (13 %).
Whilst we recognize the complexity, potential impacts and sensitivity of the issue of language practices, this suggests that consideration could be given to extending the languages of deliberation of the CJEU, in particular the General Court, to languages other than French. 
Vi r medvetna om komplexiteten i, de potentiella effekterna av och knsligheten hos frgan om sprklig praxis, men detta tyder p att man skulle kunna vervga att utka verlggningssprken vid EU-domstolen, och srskilt tribunalen, till andra sprk n franska.
One of the consequences would be that internal notes, preliminary reports, judgments and orders could be drafted directly in those languages. 
En av konsekvenserna skulle bli att interna meddelanden, frberedande rapporter, domar och beslut skulle kunna skrivas direkt p dessa sprk.
Furthermore, a certain number of procedural documents submitted in these two languages would not need to be translated into French. 
Dessutom skulle ett visst antal rttegngshandlingar som inges p dessa tv sprk inte behva versttas till franska.
Any consideration of a change in the language practices must however be balanced against the advantages accruing from continuing to use French as a single language of deliberation. 
Varje vervgande om en frndring av den sprkliga praxisen mste dock vgas mot de frdelar som fljer av att franska fortstter att anvndas som enda verlggningssprk.
According to the CJEU, these advantages include the avoidance of possible divergences between the legal concepts used in each of the languages chosen as language of deliberation, and the consistency by reference to prior EU case-law. 
Enligt EU-domstolen r dessa frdelar bland annat att man undviker mjliga skillnader mellan juridiska begrepp som anvnds i de olika sprk som vljs som verlggningssprk samt samstmmigheten med hnvisningar till EU:s tidigare rttspraxis.
The President of the General Court addressed, in February 2016, a note to the Court of Justice's Registrar to request an impact assessment of a change of the language of deliberation. 
Tribunalens ordfrande riktade i februari 2016 ett meddelande till domstolens justitiesekreterare med en begran om en konsekvensbedmning av en ndring av verlggningssprk.
The impact assessment was intended to set out the organizational conditions, as well as the cost-benefit analysis in terms of budget costs and duration of the procedures. 
Konsekvensbedmningen avsg att faststlla de organisatoriska frutsttningarna och ge en kostnadsnyttoanalys i frga om budgetkostnader och tidstgng fr frfarandena.
This assessment has not yet been finalized because of the uncertainties related to the outcome of the Brexit process. CONCLUSIONS 90. 
Denna bedmning har nnu inte slutfrts p grund av den oskerhet som r kopplad till resultatet av Brexitprocessen.
In recent years the CJEU has taken significant organizational and procedural actions to enhance the efficiency of case handling and the reporting thereon. 
P senare r har EU-domstolen vidtagit betydande organisatoriska och procedurmssiga tgrder fr att ka effektiviteten i handlggningen av ml och rapporteringen om denna.
The CJEU publishes statistics and analyses on the outcome of its judicial activities. 
EU-domstolen offentliggr statistik och resultatanalyser avseende dess dmande verksamhet.
These statistics show that the average time required to adjudicate cases has reduced or remained the same despite an increase of the number of cases introduced. 
Statistiken visar att den genomsnittliga tidstgngen fr att avgra i ml har minskat eller varit ofrndrad trots en kning av antalet anhngiggjorda ml.
It should also be highlighted that efforts have been made to reduce the 45 significant backlog of cases that had built up at the General Court and progress had been made by the end of 2016 to significantly reduce the overall number of days of prolongation relating to a key step in the judicial procedure (see paragraph 59). 
Det br ocks understrykas att anstrngningar har gjorts fr att minska den stora efterslpningen av ml som byggts upp vid tribunalen, och framsteg hade gjorts i slutet av 2016 fr att avsevrt minska det totala antalet dagars frseningar i frhllande till ett centralt steg i det rttsliga frfarandet (se punkt 59).
This is the result of improved management efforts and initiatives, rather than through increased resources. 
Det r ett resultat av anstrngningar och initiativ fr att frbttra handlggningen snarare n av kade resurser.
The reform of that Court, notably through the doubling of the number of Judges and their respective Cabinets, can only have an impact in the future (see paragraphs 8 to 10). 
Reformen av tribunalen, framfr allt dubbleringen av antalet domare och deras respektive kabinett, kan f effekt frst lngre fram i tiden (se punkterna 8Đ10).
Currently the CJEUŐs approach to setting an indicative time-frame anticipates that the timelines set are to be respected on average. 
I EU-domstolens nuvarande metod fr att faststlla en vgledande tidsram frvntas angivna tidsfrister respekteras i genomsnitt.
Lengthy cases are expected to be compensated by those requiring less time. 
Ml som tar lng tid frvntas kompenseras av andra som krver mindre tid.
Cases are still monitored individually and reminders issued when indicative deadlines are not met to ensure that focus is maintained on cases that have overrun those limits (see paragraphs 51 and 52). 
Mlen vervakas dock individuellt och pminnelser utfrdas nr vgledande tidsfrister passeras, fr att hlla fokus p ml dr tidsramarna verskrids (se punkterna 51 och 52).
Our review of the first part of the case management process, which is known as the written procedure, revealed that there is only limited scope to reduce the duration of this stage. 
Vr granskning av den frsta delen av handlggningsprocessen, som kallas det skriftliga frfarandet, visade att det endast finns begrnsat utrymme fr att minska tidstgngen fr detta steg.
As regards the cases we examined, the Registries explained why the procedure had been extended and, provided in most cases the corresponding impact in terms of duration. 
Nr det gller de ml vi underskte frklarade kanslierna varfr frfaranden hade frlngts och angav i de flesta fall vilken inverkan det haft i termer av tidsfrdrjning.
The reasons stemmed mainly from the application of the CJEUŐs procedural rules which provide for fixed deadlines for certain situations, for example the right of parties to reply. 
Orsakerna hrrr frmst frn tillmpningen av EU-domstolens rttegngsregler som anger fasta tidsfrister fr vissa situationer, till exempel parternas rtt att inkomma med svar.
The CJEU however demonstrated a proactive approach to addressing certain problems, by adapting its Rules of Procedure for example in respect of the confidential treatment of cases and by implementing the use of E-Curia to speed up the procedure for lodging a case (see paragraphs 36 to 40). 
EU-domstolen har emellertid visat prov p ett proaktivt handlande genom att anpassa sina rttegngsregler exempelvis i frga om 47 konfidentiell behandling av ml och genom att infra anvndning av E-Curia fr att skynda p frfarandet fr anhngiggrande av ml (se punkterna 36Đ40).
The stages after the written procedure, which are in the main in the hands of the Judges in various judicial formations, Advocates-General and their rfrendaires, are normally the longest element of the case management process. 
Stegen efter det skriftliga frfarandet, som i huvudsak hanteras av domare i olika dmande sammansttningar, generaladvokater och deras rttssekreterare, r normalt den lngsta delen av handlggningsprocessen.