natgillin/translations-raw huggingface dataset:
However, the examples seen in this audit show that some producer organisations use the subsidy to support the costs of their existing activities, which do not represent a step forward from their initial situation. 
Vendar primeri iz te revizije kažejo, da nekatere organizacije proizvajalcev subvencijo uporabljajo za pomoč pri stroških svojih obstoječih dejavnosti, ki ne predstavljajo koraka naprej glede na njihovo začetno stanje.
While this may make business sense for the producer organisation, particularly when under competitive pressure, it does not contribute to achieving the objectives of the EU aid scheme. 
Čeprav je to morda poslovno smiselno za organizacijo proizvajalcev, zlasti pod pritiskom konkurence, pa ne prispeva k doseganju ciljev programa pomoči EU.
The example in Spain (Text box 14) illustrates (1) Annual checks of at least 20 % of producer organisations representing 30 % of expenditure. the inclusion of costs which are not ÔactionsŐ or ÔmeasuresŐ designed to achieve operational programme objectives, but are normal costs of any fruit and vegetable producer. 
Primer v Španiji (Okvir 14) (1) Letni pregledi vsaj 20 % organizacij proizvajalcev, ki predstavljajo 30 % odhodkov. ponazarja vključitev stroškov, ki niso „dejavnosti“ ali „ukrepi“, zasnovani za doseganje ciljev operativnega programa, ampak so normalni stroški vsakega proizvajalca sadja in zelenjave.
Although it is not common for operational programmes to include such a high proportion of recyclable packaging(2), Member States have approved significant amounts of expenditure for this. 
Čeprav za operativne programe ni običajno, da zajemajo tako visok delež embalaže, primerne za recikliranje (2), so države članice za to odobrile precejšnje zneske odhodkov.
Ten operational programmes in the CourtŐs sample of 30 included a combined total of 4,9million euro for recyclable or reusable packaging. 
Deset od 30 operativnih programov v vzorcu Sodišča je zajemalo skupno 4,9 milijona EUR za embalažo, primerno za recikliranje ali ponovno uporabo.
Text box 14 Example: Regional authorities in Spain had approved one operational programme in our sample, which included 2,7 million euro for recyclable cardboard boxes. 
Okvir 14 Primer: Regionalni organi oblasti v Španiji so odobrili en operativni program v našem vzorcu, ki je zajemal 2,7 milijona EUR za kartonske škatle, primerne za recikliranje.
This represented 83 % of the total programme for 2000-2003. 
To je predstavljalo 83 % celotnega programa za obdobje 2000–2003.
In 2001 they approved a revision to the programme which deleted planned investments in greenhouses and irrigation, and increased the budget for recyclable boxes to 98 % of the total. 
Leta 2001 so odobrili spremembo programa, pri kateri so črtali načrtovane naložbe v rastlinjake in namakanje, ter proračun za kartonske škatle zvišali na 98 % celotnega programa.
The only other ÔactionŐ was the salary of a technician. 
Edina druga „dejavnost“ je bila plača tehnika.
The previous section showed that the approach followed by the Member States in approving operational programmes results in a risk that the measures financed may not be effective. 
Iz prejšnjega oddelka je razvidno, da pristop, ki ga države članice uporabljajo pri odobritvi operativnih programov, prinaša tveganje, da financirani ukrepi morda ne bodo uspešni.
This section assesses whether or not the actions implemented by producer organisations have been effective in achieving the operational programme objectives. 
V tem oddelku je ocenjeno, ali so bile dejavnosti, ki so jih izvajale organizacije proizvajalcev, uspešne pri doseganju ciljev operativnega programa ali ne.
Producer organisation evaluations of operational programmes (final reports) 51. 
Ocene operativnih programov s strani organizacij proizvajalcev (končna poročila) 51.
The primary source of information on the effectiveness of operational programmes should be the final reports drawn up by producer organisations at the end of each programme. 
Osnovni vir informacij o uspešnosti operativnih programov bi morala biti končna poročila, ki jih pripravijo organizacije proizvajalcev po koncu vsakega programa.
The regulation requires these to show the extent to which the operational programme objectives have been achieved. 
Uredba zahteva, da je v poročilih prikazano, v kolikšnem obsegu so bili doseženi cilji operativnih programov.
None of the 142 final reports examined in this audit gave a full assessment of the achievement of the operational programme objectives. 
V nobenem od 142 končnih poročil, pregledanih med to revizijo, ni bila podana celotna ocena doseganja ciljev operativnega programa.
Compliance with this requirement of the regulation has not been included in the CommissionŐs checks of Member StatesŐ procedures. 
Skladnost s to zahtevo Uredbe ni bila zajeta v Komisijina preverjanja postopkov držav članic.
(2) The Commission disallowed this expenditure in the Clearance of Accounts process on the basis that the programme did not have several objectives as required by the regulation. 
(2) Komisija je v postopku potrditve obračunov ta odhodek zavrnila z utemeljitvijo, da program ni imel več kot enega od ciljev, kot to zahteva Uredba.
In 2002, the Spanish authorities limited spending on recyclable packaging to a maximum 35 % of each operational programme to ensure equal treatment for all Spanish producer organisations. 
Leta 2002 so španski organi oblasti omejili porabo za embalažo, primerno za recikliranje, na največ 35 % posameznega operativnega programa, da bi vsem španskim organizacijam proizvajalcev zagotovili enakopravno obravnavo.
C 282/44 EN Official Journal of the European Union 20.11.2006 52. 
C 282/44 SL Uradni list Evropske unije 20.11.2006 52.
This represents a missed opportunity for the Commission, which has a specific responsibility under the EUŐs Financial Regulation to monitor the achievement of policy objectives. 
To predstavlja zamujeno priložnost za Komisijo, ki je po Finančni uredbi EU izrecno odgovorna za spremljanje doseganja ciljev politik.
Had the final reports contained the required assessments, it should have been possible to analyse a sample of reports and draw conclusions on whether operational programmes had achieved their objectives. 
Če bi končna poročila vsebovala zahtevane ocene, bi moralo biti mogoče analizirati vzorec poročil in oblikovati zaključke o tem, ali so operativni programi dosegli svoje cilje.
With a few well-chosen performance indicators required from all producer organisations, these final reports could have produced a long time series showing progress made in objectives such as improving quality, reducing costs, organic production, and improving environmental practices. 
Z nekaj dobro izbranimi kazalniki uspešnosti, ki bi se zahtevali od vseh organizacij proizvajalcev, bi lahko ta končna poročila sestavljala dolgoročno serijo, iz katere bi bil razviden napredek, dosežen pri ciljih, kot so izboljšanje kakovosti, znižanje stroškov, ekološka pridelava in izboljšanje okoljskih praks.
Sample of operational programme actions 53. 
Vzorec dejavnosti iz operativnih programov 53.
In order to check if operational programme actions have been effective, the Court selected a total of 104 actions at random from thirty producer organisationsŐ operational programmes completed in 2003 or 2004 (Text box 5). 
Sodišče je naključno izbralo skupno 104 dejavnosti iz tridesetih operativnih programov organizacij proizvajalcev, dokončanih v letu 2003 ali 2004, da bi preverilo, ali so bile dejavnosti operativnih programov uspešne (Okvir 5).
The producer organisations were asked to demonstrate the impact of the selected actions in terms of the related operational programme objectives. 
Organizacije proizvajalcev so bile zaprošene, da pokažejo vpliv izbranih dejavnosti na področju z njimi povezanih ciljev operativnega programa.
Some actions had more than one objective, giving a total of 265 cases examined. 
Nekatere dejavnosti so imele več kot en cilj, zato je bilo skupno pregledanih 265 primerov.
In only 30 % of the cases could producer organisations provide sufficient evidence to show that the action had resulted in progress towards the related objective (Diagram 7). 
V samo 30 % primerov so lahko organizacije proizvajalcev zagotovile dovolj dokazov, da so pokazale, da je dejavnost prinesla napredek pri doseganju z njo povezanega cilja (Diagram 7).
In a further 41 % of cases, while there was no direct evidence, a positive conclusion could be reached based on a logical reasoning (see Text box 15). 
Čeprav pri nadaljnjih 41 % primerov ni neposrednih dokazov, je do pozitivnega zaključka mogoče priti na podlagi logičnega sklepanja (glej Okvir 15).
However, as shown in paragraph 58, in many cases the progress made was only marginal. 
Toda kot je prikazano v odstavku 58, je bil v številnih primerih dosežen le majhen napredek.
56. had been made (Diagram 7). 
Diagram 7 Vzorec dejavnosti: učinek na cilje EU 56. noben napredek (Diagram 7).
In a few of these cases, the action had failed: one producer organisation had started an operational programme action concerning organic production, for example, but abandoned the project. 
V nekaterih od teh primerov dejavnost ni uspela: ena organizacija proizvajalcev je na primer začela z izvajanjem dejavnosti operativnega programa, povezane z ekološko pridelavo, vendar je projekt opustila.
In the rest of the cases, the reason for the lack of progress was that objectives had been incorrectly allocated to the measures, either through misunderstanding (several producer organisations understood the objective Ôpromotion of products to consumersŐ as being promotion to clients), or to comply with a national classification (see paragraph 33). 
Pri ostalih primerih pa je bil vzrok za pomanjkanje napredka v tem, da so bili cilji nepravilno dodeljeni ukrepom, bodisi zaradi napačnega razumevanja (več organizacij proizvajalcev je cilj „promocija proizvodov potrošnikom“ razumelo kot promocijo strankam) bodisi zaradi skladnosti z nacionalno klasifikacijo (glej odstavek 33).
Low effectiveness of actions 57. 
Nizka uspešnost dejavnosti 57.
The results of the sample presented above show only whether there is evidence of progress being made but not the extent of that progress. 
Zgoraj predstavljeni rezultati vzorca kažejo samo, ali obstajajo dokazi o doseženem napredku, ne pa tudi obsega tega napredka.
Although many actions in the sample had clearly moved the producer organisation forward from its initial situation towards the related objectives, in other cases the progress made was only marginal. 
Čeprav se je organizacija proizvajalcev zaradi številnih dejavnosti v vzorcu z začetnega stanja očitno premaknila v smeri z dejavnostmi povezanih ciljev, je bil v drugih primerih dosežen le obroben napredek.
Replacement machinery usually resulted in some progress as it represented an improvement over the old model. 
Nadomestilo strojne opreme je običajno prineslo nekaj napredka, saj je predstavljalo napredek glede na stare stroje.
However, in relation to the total cost of the replacement, the progress was sometimes not significant. 
Vendar napredek glede na skupni strošek nadomestitve včasih ni bil velik.
Similarly, the continuing employment of staff to check product quality enabled the producer organisations to maintain quality levels, but did not necessarily lead to a discernable improvement in quality in relation to previous years. 
Podobno je stalno zaposlovanje osebja za preverjanje kakovosti proizvodov organizacijam proizvajalcev omogočilo, da ohranijo ravni kakovosti, ni pa nujno prineslo opazne-ga izboljšanja kakovosti glede na prejšnja leta.
In order to gauge the incidence of these Ôlow effective-nessŐ measures, the Court reviewed each of the 104 actions that had been audited on the spot to consider if they represented a significant advance for the producer organisation from its initial situation towards one or more of the EUŐs objectives (Text box 16). 
Da bi ugotovilo pogostost teh ukrepov z „nizko uspeš-nostjo“, je Sodišče pregledalo vsako od 104 dejavnosti, ki so bile revidirane na kraju samem, da bi ocenilo, ali predstavljajo za organizacijo proizvajalcev pomemben napredek pri doseganju enega ali več ciljev EU glede na njeno začetno stanje (Okvir 16).
Against this criterion, more than half (55 %) of the random sample of actions were classed as Ôlow effectivenessŐ. 
Glede na to merilo je bila več kot polovica (55 %) naključnega vzorca dejavnosti uvrščena med dejavnosti z „nizko uspešnostjo“.
20.11.2006 EN Official Journal of the European Union C 282/45 59. 
20.11.2006 SL Uradni list Evropske unije C 282/45 59.
These findings show the extent to which Member Sates have approved actions in operational programmes on the basis of their nature (is the action eligible?) without also taking into account their effectiveness (does the action advance the producer organisation towards the objective?). 
Te ugotovitve kažejo, v kolikšnem obsegu so države članice odobrile dejavnosti v operativnih programih glede na vrsto (ali je dejavnost upravičena?), ne da bi pri tem upoštevale tudi njihovo uspešnost (ali ta dejavnost pomaga organizaciji proizvajalcev pri doseganju cilja?).
Text box 16 Examples of actions where we often found a significant advance from the initial situation: Ń improvements in production facilities (irrigation systems, energy-efficient greenhouses); Ń introduction of certified quality schemes. 
Okvir 16 Primeri dejavnosti, kjer smo pogosto ugotovili pomemben napredek glede na začetno stanje: — izboljšanje proizvodnih zmogljivosti (namakalni sistemi, energetsko varčni rastlinjaki), — uvedba shem potrjene kakovosti.
Examples of actions where we often found no significant advance: Ń replacements of machinery such as pallet-movers, fork-lift trucks, lorries and tractors; Ń pallet-boxes, crates, containers, etc.; Ń salaries of existing staff (marketing departments, quality checkers). 
Primeri dejavnosti, kjer pogosto nismo ugotovili nobenega pomembnega napredka: — zamenjava strojne opreme, kot so vozila za premikanje palet, viličarji, tovornjaki in traktorji, — zabojne palete, zaboji, posode, itn., — plače obstoječih uslužbencev (oddelki za trženje, pregledovalci kakovosti).
Conclusions on the effectiveness of operational programmes 60. 
Zaključki o uspešnosti operativnih programov 60.
Member States formally applied most of the aspects of the programming model that were specifically required in the regulation. 
Države članice so formalno uporabljale večino vidikov modela načrtovanja programov, ki so bili izrecno zahtevani v Uredbi.
However, they did not take account of the likely effectiveness of the actions in their decisions to approve operational programmes. 
Vendar pri svojih odločitvah o odobritvi operativnih programov niso upoštevale verjetnosti uspešnosti dejavnosti.
This increased the risk of low-effectiveness actions being supported with EU aid. 
To je povečalo tveganje, da se s pomočjo EU podpirajo dejavnosti nizke uspešnosti.
Member States instead followed a Ôsubsidy approachŐ using the eligibility lists to approve programmes in relation to the nature of the proposed expenditure without having to take account of the producer organisationsŐ situations and objectives. 
Države članice so namesto tega uporabljale „subvencijski pristop“ in v okviru tega sezname upravičenosti za odobravanje programov glede na vrsto predlaganega odhodka, ne da bi pri tem morale upoštevati stanje in cilje organizacij proizvajalcev.
However, this has not resulted in the uniform application and simplicity that such an approach could offer. 
Vendar to ni prineslo enotne uporabe in preprostosti, ki bi jo lahko nudil tak pristop.
The eligibility lists did not set sufficiently clear criteria to guide the expenditure towards the activities that the EU wants to support, with the result of uncertainty and increased costs of control. 
Merila v seznamih upravičenosti niso bila dovolj jasno določena, da bi usmerjala odhodke k dejavnostim, ki jih želi podpirati EU, kar je povzročilo negotovost in zvišalo stroške nadzora.
The coexistence of the programming model required producer organisations to prepare operational programmes and evaluations to comply with the regulations at a significant cost, and for little benefit. 
Soobstoj modela načrtovanja programov je zaradi skladnosti z uredbami od organizacij proizvajalcev zahteval, da s precejšnjimi stroški in malo koristi pripravijo operativne programe in ocene.
However, less than half of the actions financed represented a significant advance from the producer organisationsŐ initial situation towards at least one of the 11 objectives, and can therefore be considered effective. 
Vendar je manj kot polovica financiranih dejavnosti predstavljala znaten napredek glede na začetno stanje organizacij proizvajalcev pri doseganju vsaj enega od 11 ciljev in jih je zato mogoče šteti za uspešne.
The aid has also been granted for operational programme actions with low effectiveness that achieve little change. 
Pomoč je bila prav tako dodeljena za dejavnosti operativnih programov z nizko uspešnostjo, ki prinašajo malo sprememb.
In these cases, the aid could be more effective if better targeted Diagram 8 Sample of actions: impact on EU objectives 
V teh primerih bi bila lahko pomoč uspešnejša, če bi bila bolje ciljno usmerjena. Diagram 8 Vzorec dejavnosti: učinek na cilje EU
C 282/46 EN Official Journal of the European Union 20.11.2006 PART II: PROGRESS MADE BY PRODUCER ORGANISATIONS 64. 
C 282/46 SL Uradni list Evropske unije 20.11.2006 DEL II: NAPREDEK, KI SO GA DOSEGLE ORGANIZACIJE PROIZVAJALCEV 64.
Many factors have an impact on the progress made by producer organisations, in addition to the effectiveness of the operational programmes described in Part I. Foremost among these are the activities undertaken by producer organisations and their members that are not financed by operational programmes. 
Poleg uspešnosti operativnih programov, opisane v delu I, vplivajo na napredek organizacij proizvajalcev številni dejavniki. Med njimi so predvsem dejavnosti, ki jih izvajajo organizacije proizvajalcev in njihovi člani in se ne financirajo iz operativnih programov.
Many producer organisations undertake significant investments under Rural Development programmes, for example. 
Številne organizacije proizvajalcev na primer izvajajo pomembne naložbe v okviru programov za razvoj podeželja.
Furthermore, other EU aid schemes also support producer organisations, notably the schemes for the withdrawals of surplus production and for the processing of fruit and tomatoes. 
Poleg tega organizacije proizvajalcev podpirajo tudi drugi programi pomoči EU, predvsem programi za umik presežne proizvodnje ter za predelavo sadja in paradižnika.
Also affecting the producer organisationsŐ achievement of the objectives are the strategy followed by the producer organisation, the competition it faces, changing customer requirements and preferences, other EU policies such as for quality and the environment, and even, in the shorter term, weather conditions. 
Na doseganje ciljev s strani organizacije proizvajalcev vplivajo tudi strategija, ki ji sledi organizacija proizvajalcev, konkurenca, s katero se sooča, spremenljive zahteve in želje strank, politike EU na drugih področjih, kot sta kakovost in okolje, kratkoročno pa celo vremenske razmere.
Have producer organisations made progress towards achieving the objectives set for the aid scheme? 
Ali so organizacije proizvajalcev napredovale pri doseganju ciljev programa pomoči?
Part I showed that operational programmes have, on the whole, resulted in progress being made towards the Council regulationŐs objectives. 
V delu I je bilo pokazano, da so operativni programi kot celota dosegli napredek pri doseganju ciljev Uredbe Sveta.
This part of the report examines whether this progress has been reflected in the overall performance of producer organisations. 
Ta del poročila ugotavlja, ali se je ta napredek odrazil v splošni uspešnosti delovanja organizacij proizvajalcev.
The report first assesses the sample of producer organisations visited during the audit (Text box 17), then considers the CommissionŐs aggregated data at EU level. 
V poročilu je najprej podana ocena vzorca organizacij proizvajalcev, obiskanih med revizijo (Okvir 17), nato pa so obravnavani združeni podatki Komisije na ravni EU.
Text box 17 Sample characteristics: Producer organisations in the random sample represented 2 % of the total number and 5 % of the turnover of EU producer organisations in 2004. 
Okvir 17 Značilnosti vzorca: Organizacije proizvajalcev v naključnem vzorcu so predstavljale 2 % skupnega števila in 5 % prometa organizacij proizvajalcev v EU v letu 2004.
Sample of producer organisations 66. 
Vzorec organizacij proizvajalcev 66.
The 30 producer organisations visited were asked to demonstrate the progress they had made towards each of the 11 objectives, regardless of whether they had included actions related to those objectives in their operational programmes. 
Obiskanih 30 organizacij proizvajalcev je bilo zaproše-nih, da pokažejo svoj napredek pri doseganju 11 ciljev, ne glede na to, ali so v svoje operativne programe zajele dejavnosti, povezane s temi cilji.
This gave a total of 330 cases examined. 
Tako je bilo skupno pregledanih 330 primerov.
In 54 % of these, the producer organisation was able to provide evidence to show that it had made progress. 
Pri 54 % teh primerov so bile organizacije proizvajalcev zmožne zagotoviti dokaze, iz katerih je bilo razvidno, da so dosegle napredek.
In a further 12 % of cases, the conclusion was reached that the producer organisation had probably made progress. 
Pri dodatnih 12 % primerov je bil sprejet zaključek, da je organizacija proizvajalcev verjetno dosegla napredek.
A lack of information, particularly on production costs and the stability of prices, explained most of the 16 % of cases where a conclusion could not be made (Diagram 9). 
Pomanjkanje podatkov, zlasti o proizvodnih stroških in stabilnosti cen, je pojasnilo večino od 16 % primerov, kjer ni bilo mogoče priti do zaključka (glej Diagram 9).
Many producer organisations had not followed the objectives Ôorganic productionŐ and Ôpromoting products to consum-ersŐ, which accounts for most of the 18 % of cases where Ôno progressŐ was observed. 
Številne organizacije proizvajalcev niso skušale doseči ciljev „ekološka pridelava“ in „promocija proizvodov potrošnikom“, kar predstavlja skoraj 18 % primerov, kjer ni bilo „nobenega na-predka“.
Relatively little progress had also been made against the objectives of Ôreducing production costsŐ and Ôstabilising pricesŐ. 
Relativno majhen napredek je bil dosežen tudi pri ciljih „zmanjševanje proizvodnih stroškov“ in „stabiliziranje cen“.
Producer organisations explained that they aimed for increasing prices rather than stable prices, although most considered themselves price-takers and could do little to influence the prices they obtained. 
Organizacije proizvajalcev so pojasnile, da so si bolj prizadevale za višje kot za stabilne cene, čeprav jih je večina menila, da cene bolj sprejemajo in da nimajo veliko vpliva na cene, ki so jim ponuje-ne.
More important than simply reducing costs was maximising profit, which often involved increasing costs to obtain better quality and added value. 
Pomembnejše od preprostega znižanja stroškov je bilo doseči kar največji dobiček, kar je pogosto pomenilo višanje stroškov, da bi se dosegli boljša kakovost in dodana vrednost.
Producer organisations also noted that improving environmental practices usually increased costs, without necessarily leading to increased product prices. 
Organizacije proizvajalcev so prav tako opazile, da je izboljšanje okoljskih praks običajno zvišalo stroške, ne da bi nujno privedlo do višjih cen proizvodov.