natgillin/translations-raw huggingface dataset:
Follow-up action may include transmission of case information to the competent national or EU authorities with a view to launching judicial or disciplinary proceedings or recovering funds; (e) OLAF verifies whether the responsible authorities have taken the recommended follow-up action. 
To lahko pomeni posredovanje informacij o primeru pristojnim nacionalnim organom ali organom EU, da se sproži sodni ali disciplinski postopek ali izterjajo sredstva; (e) OLAF preveri, ali so odgovorni organi izvedli priporočene ukrepe.
The outcome of OLAF’s work can take the form of four types of follow-up: financial, administrative, judicial and disciplinary. 
Rezultate dela OLAF je mogoče razvrstiti v štiri vrste nadaljnjega ukrepanja: finančno, upravno, sodno in disciplinsko.
4 Commission Decision 1999/352/EC, ECSC, Euratom (OJ L 136, 31.5.1999, p. 
4 Sklep Komisije 1999/352/ES, ESPJ, Euratom (UL L 136, 31.5.1999, str.
20); Regulation (EC) No 1073/1999. 
20); Uredba (ES) št. 1073/1999.
STATUS OF RECOMMENDATIONS 3. Table 1 lists the original 17 recommendations made in Special Report No 1/2005. 
STANJE GLEDE PRIPOROČIL 3. V tabeli 1 je naštetih prvotnih 17 priporočil iz Posebnega poročila št.
The Court notes that 13 of its recommendations were followed up by OLAF, three others (recommendations 2, 14, 15) were not accepted by the Commission, while recommendation 16 on the role of the Supervisory Committee needs to be seen in the light of a judgment of the Court of First Instance in July 20085. 
1/2005. Sodišče opaža, da jih je OLAF upošteval 13, treh drugih (priporočila 2, 14 in 15) Komisija ni sprejela, priporočilo 16 o vlogi nadzornega odbora pa je treba videti v luči sodbe Sodišča prve stopnje iz julija 20085.
5 Case T-48/05 of 8 July 2008 (OJ C 209, 15.8.2008, p. 44). 
5 ZadevaT-48/05zdne8.julija 2008 (UL C 209, 15.8.2008, str.44).
9 TABLE 1 Recommendation Status 1. 
9 TABELA 1 Priporočilo Stanje 1.
Specify results to be achieved by investigations and introduce performance indicators to assess success Accepted 2. 
Natančno določiti želene rezultate preiskav in uvesti kazalnike uspešnosti za ocenjevanje uspeha. sprejeto 2.
Consider creating a separate unit dedicated to coordination and assistance operations to improve management of resources Not accepted 3. 
Razmisliti o ustanovitvi ločene enote, namenjene dejavnostim usklajevanja in pomoči, zaradi izboljšanja upravljanja virov. nesprejeto 3.
Establish smaller groupings on the Executive Board with the aim of setting clear plans and objectives for investigations Accepted 4. 
V okviru izvršilnega odbora ustanoviti manjše oddelke, katerih naloga bi bila določiti jasne načrte in cilje za preiskave. sprejeto 4.
Supervise the investigation process to focus on priorities and on the search for evidence by making better use of the investigation means available Accepted 5. 
Nadzirati postopek preiskave, da bi se z večjo uporabo razpoložljivih preiskovalnih sredstev osredotočili na prednostne naloge in na iskanje dokazov. sprejeto 5.
Introduce a time recording system linked to work plans with estimates of time to be spent on investigations to align workload with resources and to avoid delays Accepted 6. Establish a maximum duration for investigations Partially accepted 7. 
Uvesti sistem za beleženje časa, povezan z delovnimi načrti z ocenami časa, ki bo porabljen za preiskave, da se delovna obremenitev uskladi z viri in da se preprečijo zamude. sprejeto 6.
Remove follow-up activities (involvement in judicial proceedings and recovery of funds) that can be performed by authorising officers Partially accepted 8. 
Ukiniti dejavnosti nadaljnjega ukrepanja (sodelovanje v sodnih postopkih in pri izterjavi sredstev), ki jih lahko izvajajo odredbodajalci. delno sprejeto 8.
Codify and publish procedures to protect the rights of individuals at all stages of the investigation and to provide controls on the legality of the investigative acts in progress Accepted 9. 
Kodirati in objaviti postopke za zaščito pravic posameznikov v vseh fazah preiskave in za kontrolo zakonitosti tekočih preiskovalnih dejanj. sprejeto 9.
Formalise arrangements for cooperation between OLAF and the Member States through legislation or the conclusion of agreements with national investigation services Accepted 10. 
Formalizirati ureditve za sodelovanje med OLAF in državami članicami z zakonodajo ali s sklenitvijo sporazumov z nacionalnimi preiskovalnimi organi. sprejeto 10.
Convert CMS into a system of investigation management and increase training of investigators in investigation techniques, legislation and report-writing skills Accepted 11. 
Pretvoriti sistem vodenja preiskav v sistem za vodenje preiskav in povečati usposabljanje preiskovalcev na področju preiskovalnih tehnik, zakonodaje in pisanja poročil. sprejeto 11.
Produce reliable and relevant reports on performance, based on real rather than potential results Accepted 12. 
Pripravljati zanesljiva in relevantna poročila o uspešnosti, ki temeljijo na dejanskih in ne na potencialnih rezultatih. sprejeto 12.
Implement a masterplan for personnel management to resolve structural problems Accepted 13. 
Uporabljati glavni načrt za upravljanje kadrovskih virov, da se rešijo strukturni problemi. sprejeto 13.
Strategic analysis services should seek improvement in the data forwarded by Member States and create databases which can be used to identify anomalies and launch investigations Accepted 14.Transfer responsibility for anti-fraud strategy to other Commission services Not accepted 15. 
Službe za strateško analizo bi si morale prizadevati za izboljšanje podatkov, ki jih pošiljajo države članice, in vzpostaviti podatkovne zbirke, ki se lahko uporabljajo za ugotavljanje odstopanj in sprožanje preiskav. sprejeto 14. Prenesti odgovornost za strategijo za boj proti goljufijam na druge službe Komisije. nesprejeto 15.
Give responsibility for managing funding programmes (e.g. Pericles and Hercules) to other Commission services Not accepted 16. 
Prenesti odgovornost za upravljanje programov financiranja (npr. Pericles in Herkul) na druge službe Komisije. nesprejeto 16.
Clarify the role of the Supervisory Committee to ensure that there is no interference in ongoing investigations Accepted 17. 
Pojasniti vlogo nadzornega odbora, da se zagotovi, da ni vmešavanja v tekoče preiskave. sprejeto 17.
Refocus activities on the investigative function, accompanied by changes in governance and regulations Partially accepted STATUS OF ECA RECOMMENDATIONS MADE IN SPECIAL REPORT NO 1/2005 ON OLAF Note: The recommendations made in Special Report No 1/2005 were not numbered. 
Ponovno usmeriti dejavnosti v preiskovalno funkcijo, skupaj s spremembami v vodenju in predpisih. delno sprejeto STANJE GLEDE PRIPOROČIL ERS IZ POSEBNEGA POROČILA ŠT. 1/2005 O OLAF Opomba: V Posebnem poročilu št. 1/2005 priporočila niso oštevilčena.
They are presented here, in summary form, in the order in which they appeared in the report. Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 
Tukaj so na kratko povzeta v enakem vrstnem redu, kot so bila navedena v poročilu. Posebno poročilo št. 2/2011 – Nadaljnje ukrepanje po Posebnem poročilu št.
10 AUDIT SCOPE AND APPROACH 4. 
10 OBSEG REVIZIJE IN REVIZIJSKI PRISTOP 4.
The follow-up audit set out to establish the action taken to implement the recommendations of Special Report No 1/2005. 
Namen revizije, izvedene v okviru nadaljnjega ukrepanja, je bil ugotoviti, kateri ukrepi so bili sprejeti za izvedbo priporočil iz Posebnega poročila št. 1/2005.
The audit aimed to answer the following four questions which group together the different recommendations (see Annex I): (a) Have the activities of OLAF been refocused on its investigative function? (recommendations 2, 7, 13, 14, 15, 17) (b)Has OLAF improved the efficiency of its investigations? (recommendations 3, 4, 5, 6, 8, 9, 10, 12) (c) Can OLAF demonstrate the effectiveness of its investigations? (recommendations 1 and 11) (d)Has the role of the Supervisory Committee been clarified? (recommendation 16). 
Zastavljena so bila naslednja štiri vprašanja, v katerih so združena različna priporočila (glej Prilogo I): (a)Ali je OLAF svoje dejavnosti ponovno usmeril v svojo preiskovalno funkcijo? (priporočila 2, 7, 13, 14, 15, 17) (b)Ali je OLAF izboljšal učinkovitost svojih preiskav? (priporočila 3, 4, 5, 6, 8, 9, 10, 12) (c) Ali lahko OLAF predstavi uspešnost svojih preiskav? (priporočili 1 in 11) (d)Ali je bila vloga nadzornega odbora pojasnjena? (priporočilo 16).
The audit comprised: (a)an analysis of policy, planning, procedural, staffing and financial documentation and statistics obtained from OLAF including its action plan to address the recommendations of Special Report No 1/2005; (b)interviews with OLAF Directors, Heads of Unit and inves-tigators; meetings with the OLAF Supervisory Committee and its Secretariat to discuss their reports and opinions; interviews with other relevant bodies (Investigation and Disciplinary Office of the Commission (IDOC), Eurojust); (c) an assessment of a random selection of 30 investigations out of the 332 internal and external investigations open on 1 July 20086. 
Revizija je zajemala: (a)analizo dokumentacije in statističnih podatkov o politiki, načrtovanju, postopkih, kadrovskih virih in finančnih sredstvih, ki jih je zagotovil OLAF, vključno z njegovim akcijskim načrtom za izvedbo priporočil iz Posebnega poročila št. 1/2005; (b)razgovore z direktorji, vodjami enot in preiskovalci OLAF, sestanke z nadzornim odborom OLAF in njegovim sekretariatom o njihovih poročilih in mnenjih, razgovore z drugimi pomembnimi organi (Preiskovalni in disciplinski urad Komisije (IDOC), Eurojust); (c) oceno 30 preiskav, naključno izbranih med 332 tekočimi notranjimi in zunanjimi preiskavami na dan 1. julija 20086.
The assessment was based on an analysis of the case-related documentation held on the computerised Case Management System (CMS) and interviews with the investigators concerned. 
Ocena je temeljila na analizi s primeri povezane dokumentacije v računalniškem sistemu vodenja primerov (CMS) in razgovorih z zadevnimi preiskovalci.
6 The audit selected cases which were open on 1 July 2008 in order to review all stages of the procedure up to April 2010 (initial assessment, active investigation, final decision and follow-up where applicable). 
6 Za revizijo so bili izbrani primeri, ki so bili odprti 1. julija 2008, da se pregledajo vse faze postopka do aprila 2010 (ocena začetnih informacij, aktivna preiskava, končna odločitev in nadaljnje ukrepanje, kjer je ustrezno).
11 OBSERVATIONS 6. 
11 OPAŽANJA 6.
Findings emerging from the examination of the sample of 30 cases are summarised in Figure 2. 
Ugotovitve preučitve vzorca s 30 primeri so povzete v diagramu 2.
Each investigation was assessed as strong, satisfactory or weak against the following criteria: the focus on investigative activity, contribution of other OLAF services to the case, timeliness of decisions to open the case, clarity of objectives and planning, proportionate duration, and results achieved. 
Vsaka preiskava je bila ocenjena kot močna, zadovoljiva ali šibka po naslednjih merilih: usmerjenost v preiskovalno dejavnost, prispevek drugih služb OLAF k primeru, pravočasnost sklepov o odprtju primera, jasnost ciljev in načrtovanja, sorazmernost trajanja primera z njegovo resnostjo in doseženi rezultati.
The findings are examined further in the relevant sections of the report. 
Ugotovitve so podrobneje preučene v ustreznih oddelkih poročila.
REFOCUSING ON THE INVESTIGATIVE FUNCTION 7. 
PONOVNA USMERITEV V PREISKOVALNO FUNKCIJO 7.
The Court followed up the recommendations of Special Report No 1/2005 that OLAF should divest or separate certain non-investigative activities and improve the contribution of strategic services to the investigative function. 
1/2005, da bi moral biti OLAF razbremenjen določenih nepreiskovalnih dejavnosti ali jih ločiti in izboljšati prispevek strateških služb k preiskovalni funkciji.
OLAF reorganised its directorates in 2006 and the new organisation structure (see Annex II) was intended to put more focus on OLAF’s investigative function. 
OLAF je leta 2006 reor-ganiziral svoje direktorate in z novo organizacijsko strukturo (glej Prilogo II) naj bi bilo več pozornosti namenjene njegovi preiskovalni funkciji.
FIGURE 2 ASSESSMENT OF CRITERIA IN 30 CASES EXAMINED Focus on investigative activities Contribution of other services Timely decision to open Clear objectives and planning Proportionate duration Results achieved 0 5 10 15 20 25 30 Cases in sample Strong Satisfactory weak Source: Examination of 30 cases. 
DIAGRAM 2 OCENA MERIL V 30 PREUČENIH PRIMERIH Usmeritev v preiskovalne dejavnosti Prispevek drugih služb Pravočasen sklep o odprtju preiskave Jasni cilji in načrtovanje Sorazmerno trajanje Doseženi rezultati 0 5 10 15 20 25 30 Primeri v vzorcu močno zadovoljivo šibko Vir: Preučitev 30 primerov.
Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 12 NON-INVESTIGATIVE ACTIVITIES HAVE NOT BEEN DIVESTED 8. 
1/2005 o upravljanju Evropskega urada za boj proti goljufijam (OLAF) 12 URAD NI BIL RAZBREMENJEN NEPREISKOVALNIH DEJAVNOSTI 8.
The Court made four recommendations to divest or separate activities. 
Sodišče je podalo štiri priporočila za razbremenitev ali ločitev dejavnosti.
The recommendation to transfer follow-up activities (recommendation 7) was partially accepted. 
Priporočilo za prenos dejavnosti nadaljnjega ukrepanja (priporočilo 7) je bilo delno sprejeto.
As the Commission continued to insist on maintaining OLAF as an all-round anti-fraud authority rather than a service concentrated on investigations, the other three recommendations were not accepted: the transfer of responsibility for anti-fraud strategy to other Commission services (recommendation 14); the transfer of responsibility for managing funding programmes to other Commission services (recommendation 15); and the separation of coordination and assistance operations from investigations (recommendation 2). 
Ker je Komisija še naprej vztrajala, da OLAF ostane celostni organ za boj proti goljufijam, namesto da bi postal služba, osredotočena na preiskave, preostala tri priporočila niso bila sprejeta: prenos odgovornosti za strategijo za boj proti goljufijam na druge službe Komisije (priporočilo 14), prenos odgovornosti za upravljanje programov financiranja na druge službe Komisije (priporočilo 15) in ločitev dejavnosti usklajevanja in pomoči od preiskav (priporočilo 2).
Concerning recommendation 7 to transfer follow-up activities, action has been taken to give primary responsibility to Commission services for follow-up activities7. 
V zvezi s priporočilom 7 o prenosu dejavnosti nadaljnjega ukrepanja so bili sprejeti ukrepi za prenos glavne odgovornosti za te dejavnosti na službe Komisije7.
OLAF remains involved in judicial and disciplinary follow-up (Unit C1, see organisation chart in Annex II) and financial follow-up (Units C2 and C3). 
OLAF še naprej sodeluje pri sodnem in disciplinskem nadaljnjem ukrepanju (enota C1, glej organizacijsko shemo v Prilogi II) ter finančnem nadaljnjem ukrepanju (enoti C2 in C3).
OLAF’s role is to optimise conditions for follow-up and to verify whether Commission services and national authorities have taken the necessary measures. 
Naloga OLAF je optimizirati pogoje za nadaljnje ukrepanje in preveriti, ali so službe Komisije in nacionalni organi sprejeli potrebne ukrepe.
7 Commission Decision – Communication C(2007) 5709 of 27.11.2007 clarifying the respective responsibilities of OLAF and the Commission’s authorising officers for financial follow-up of irregular expenditure. 
7 Sklep Komisije – Sporočilo C(2007) 5709 z dne 27.11.2007, v katerem so pojasnjene odgovornosti OLAF in odredbodajalcev Komisije za finančno nadaljnje ukrepanje v zvezi z nepravilnimi odhodki.
TABLE 2 Date Investigations and operations (directorates A and B) Other (directorates C and D, Director-General and Supervisory Committee) Total OLAF % Investigations and operations Officials and temporary Contract staff Total Officials and temporary Contract staff Total end 2004 100 25 125 165 65 230 355 35,2 % end 2005 107 22 129 174 67 241 370 34,9 % end 2006 110 25 135 180 77 257 392 34,4 % end 2007 126 21 147 205 100 305 452 32,5 % end 2008 140 20 160 212 93 305 465 34,4 % end 2009 143 22 165 217 111 328 493 33,5 % STAFF DISTRIBUTION 2004–091 1 The table shows the actual number of staff employed. 
TABELA 2 Datum Preiskave in operacije (direktorata A in B) Drugo (direktorata C in D, generalni direktor in nadzorni odbor) OLAF skupaj % preiskav in operacij Uradniki in začasni uslužbenci Pogodbeni uslužbenci Skupaj Uradniki in začasni uslužbenci Pogodbeni uslužbenci Skupaj konec 2004 100 25 125 165 65 230 355 35,2 % konec 2005 107 22 129 174 67 241 370 34,9 % konec 2006 110 25 135 180 77 257 392 34,4 % konec 2007 126 21 147 205 100 305 452 32,5 % konec 2008 140 20 160 212 93 305 465 34,4 % konec 2009 143 22 165 217 111 328 493 33,5 % PORAZDELITEV USLUŽBENCEV V OBDOBJU 2004–20091 1 V tabeli je prikazano dejansko število zaposlenih uslužbencev.
Source: OLAF. 
Vir: OLAF.
The proportion of staff working in investigations and operations directorates is on average 34 % (2004–09) as shown in Table 2. 
Delež uslužbencev, ki delajo v direktoratih za preiskave in operacije, je povprečno 34 % (2004–2009), kot je razvidno iz tabele 2.
Some of the staff in Directorates C (Operational and Policy Support) and D (General Affairs) are also involved in the investigative process. 
Nekateri uslužbenci v direktoratih C (operativna in politična podpora) in D (splošne zadeve) sodelujejo tudi v preiskovalnem procesu.
OLAF introduced a Time Management System (TMS) in 2007 which records time spent by all OLAF staff on casework and on other activities8. 
OLAF je leta 2007 uvedel sistem upravljanja časa (TMS), v katerem se beleži čas, ki ga vsi uslužbenci OLAF porabijo za delo na primerih in drugih dejavnosti8.
The TMS shows that not all of the time of the staff in investigation directorates is spent on casework. 
Ta sistem kaže, da uslužbenci v direktoratih za preiskave ne porabijo vsega časa za delo na primerih.
In 2009 they allocated 63 % of their time to casework, 27 % to management and administration and 10 % to policy and resources. 
V letu 2009 so porabili 63 % svojega časa za delo na primerih, 27 % za upravljanje in administracijo in 10 % za politiko in vire.
Conversely, staff working in other directorates spent 25 % of their time directly supporting casework. 
Uslužbenci, zaposleni v drugih direktoratih, pa so 25 % svojega časa namenili za neposredno podporo delu na primerih.
The resulting total amount of time spent on casework by staff in all directorates amounts to 37 % as shown in Figure 39. 
Posledično skupni čas, ki so ga vsi uslužbenci porabili za delo na primerih, znaša 37 %, kot je prikazano v diagramu 39.
Only just over half of this was allocated to specific cases10. 
Samo približno polovica tega časa je bila v sistemu dodeljena posameznim primerom10.
8 In 2009 over 98 % of all hours available were recorded in the time management system. 
8 V letu 2009 je bilo v sistemu upravljanja časa evidentiranih več kot 98 % vseh razpoložljivih ur.
9 The workload of staff in the investigation directorates also covers assessments and coordination and assistance cases. 
9 Delovna obremenitev uslužbencev v direktoratih za preiskave zajema tudi ocene ter primere usklajevanja in pomoči.
10 An investigator or Head of Unit working on a large number of cases would allocate time to casework without indicating specific cases. 
10 Preiskovalec ali vodja enote, ki dela na številnih primerih, običajno vnese čas za delo na primerih, ne da bi ga podrobno dodelil posameznim primerom.
13 FIGURE 3 USE OF STAFF TIME RECORDED IN TMS IN 2009 Resources (Personnel , training, finance, IT) 27 % Policy (Strategy, legal affairs, communication) 15 % Source: OLAF Time Management System. 
13 DIAGRAM 3 PORABLJEN ČAS USLUŽBENCEV, EVIDENTIRAN V TMS V LETU 2009 Viri (zaposleni, usposabljanje, finance, IT) 27 % Politika (strategija, pravne zadeve, komuniciranje) 15 % Vir: Sistem za evidentiranje časa OLAF.
Casework 37 % Management and administration 21 % Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 
Delo na primerih 37 % Vodstvo in uprava 21 % Posebno poročilo št. 2/2011 – Nadaljnje ukrepanje po Posebnem poročilu št. 1/2005 o upravljanju Evropskega urada za boj proti goljufijam (OLAF)
14 GREATER FOCUS ON INVESTIGATIVE ACTIVITIES 12. 
14 VEČJA USMERJENOST V PREISKOVALNE DEJAVNOSTI 12.
The Court recommended that OLAF should refocus on the investigative function accompanied by changes in the regulations while leaving other services with the responsibility for preventive or legislative acts (recommendation 17). 
Sodišče je priporočilo, naj se OLAF ponovno usmeri v preiskovalno funkcijo, pri čemer bi se spremenile tudi uredbe, druge službe pa bi prevzele odgovornost za preventivne ali zakonodajne akte (priporočilo 17).
In September 2006 two investigations and operations directorates (Directorates A and B) were created to replace the one existing previously (Directorate B). 
Septembra 2006 sta bila ustanovljena dva direktorata za preiskave in operacije (direktorata A in B), ki sta nadomestila prejšnji direktorat (direktorat B).
The new organisation (see Annex II) was intended to put more focus on OLAF’s investigative function. 
Z novo organizacijo (glej Prilogo II) naj bi se več pozornosti usmerilo v preiskovalno funkcijo OLAF.
The Court’s recommendation to accompany the refocusing on the investigative function with modifications to the governance of the Office through changes in the regulations has not been implemented (see paragraph 38). 
Priporočilo Sodišča, naj se ob ponovni usmeritvi OLAF v preiskovalno funkcijo s spremembami zakonodaje preoblikuje njegovo vodenje, ni bilo izvedeno (glej odstavek 38).
The examination of a sample of 30 cases indicated an increased focus on investigative activities such as interviews or on-the-spot checks. 
Preučitev vzorca s 30 primeri je pokazala na večjo usmerjenost v preiskovalne dejavnosti, kot so razgovori ali pregledi na kraju samem.
It also showed the contribution of OLAF services, other than Directorates A and B, which are integrated in the investigative process and provide support when necessary such as the provision of judicial advice and forensic data analysis Figure 2). 
Prav tako je pokazala prispevek drugih služb OLAF, razen direktoratov A in B, ki sodelujejo v preiskovalnem postopku in po potrebi zagotavljajo podporo v obliki sodnih nasvetov in analize forenzičnih podatkov (glej diagram 2).
Another indicator of refocusing is the increase in the proportion of OLAF’s own investigations compared with coordination and assistance cases. 
Še en kazalnik ponovne usmeritve je povečanje deleža lastnih preiskav OLAF v primerjavi s primeri usklajevanja in pomoči.
The proportion of OLAF’s casework represented by investigations has increased from 50 % in 2004 to 67 % in 2009 (Figure 4). 
Delež dela OLAF na primerih, ki jih predstavljajo preiskave, se je povečal s 50 % v letu 2004 na 67 % v letu 2009 (diagram 4).
15 FIGURE 4 ANALYSIS OF CASES OPENED 250 500 450 200 400 350 150 300 250 100 200 150 50 100 50 00 2004 2005 2006 2007 2008 2009 Coordination and assistance Investigations All cases open at year end (right hand scale) Source: OLAF. 
15 DIAGRAM 4 ANALIZA ODPRTIH PRIMEROV 250 500 450 200 400 350 150 300 250 100 200 150 50 100 50 00 2004 2005 2006 2007 2008 2009 Usklajevanje in pomoč Preiskave Vsi odprti primeri konec leta (desna lestvica) Vir: OLAF.
SOURCE OF INITIAL INFORMATION RECEIVED 2004–09 FIGURE 5 1 200 1 000 800 600 400 200 0 2004 2005 2006 2007 2008 2009 Strategic intelligence Commission Informants Other (freephone, media, trade, whistleblowers) Other instititutions Member States Source: OLAF. 
VIR ZAČETNIH INFORMACIJ, PREJETIH V OBDOBJU 2004-2009 DIAGRAM 5 1 200 1 000 800 600 400 200 0 2004 2005 2006 2007 2008 2009 Strateško obveščevanje Komisija Obveščevalci Drugo (brezplačni telefon, mediji, trgovina, prijavitelji) Druge institucije Države članice Vir: OLAF.