natgillin/translations-raw huggingface dataset:
Implementation of recommendations Recommendation 1 has already been implemented. 
Izvedba priporočil Prvo priporočilo je že bilo izvedeno.
Recommendation 2 was largely implemented in 2008, and the remaining element (as indicated in our reply above) will be fully implemented by the end of 2010. 
Drugo priporočilo je bilo večinoma izvedeno v letu 2008, manjkajoči element (opisan v odgovoru zgoraj) pa bo v celoti izveden do konca leta 2010.
Recommendations 3 to 6 will be implemented by the end of 2010. 
Ostala priporočila bodo izvedena do konca leta 2010.
EN 29.1.2011 OfficialJournaloftheEuropeanUnion C31/1 IV (Notices) NOTICES FROM EUROPEAN UNION INSTITUTIONS, BODIES, OFFICES AND AGENCIES COURT OF AUDITORS REPORT on the audit of the operational efficiency of the management of the European Central Bank for the financial year 2009: The management of human resources at the ECB, together with the replies of the European Central Bank (2011/C 31/01) TABLE OF CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 
SL 29.1.2011 UradnilistEvropskeunije C31/1 IV (Informacije) INFORMACIJE INSTITUCIJ, ORGANOV, URADOV IN AGENCIJ EVROPSKE UNIJE RAČUNSKO SODIŠČE POROČILO o reviziji učinkovitosti upravljanja Evropske centralne banke (ECB) za proračunsko leto 2009: Upravljanje človeških virov v ECB, z odgovori Evropske centralne banke (2011/C 31/01) KAZALO UVOD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
AUDIT SCOPE AND APPROACH . . . . . . . . . . .. ... .. .. .. .. ... .. .. .. ... .. .. .. ... .. .. . 
Ali je ECB določila podrobne pogoje in pravila za zaposlitev? . . . . . . . . . . . . . . . .
AUDIT FINDINGS . . . . . . . . . . . . . . . . . . . . . .. ... .. .. .. .. ... .. .. .. ... .. .. .. ... . . . . . 
Potrebe po informacijah . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Application of the staff selection rules and procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Were the ECB staff performance appraisals, career development and training policies and procedures adequate? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
ZAKLJUČKI IN PRIPOROČILA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Ali je ECB določila podrobne pogoje in pravila za zaposlitev? . . . . . . . . . . . . . . . . . . . . . . . . . .
Did the ECB use tools to manage its human resources activities and address the information needs of both management and staff? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
C 31/2 Uradni list Evropske unije 29.1.2011 SL Ali je ECB sprejela in uporabljala pregledna pravila in postopke za izbiranje osebja? . . . . . . . . .
C 31/2 Official Journal of the European Union 29.1.2011 EN Did the ECB adopt and apply transparent staff selection rules and procedures? . . . . . . . . . . . . . Were the ECB staff performance appraisals, career development and training policies and procedures adequate? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Ali je ECB ustrezno ocenjevala uspešnost uslužbencev ter imela ustrezne politike in postopke za poklicni razvoj in usposabljanje? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Did the ECB use tools to manage its human resources activities and address the information needs of both management and staff? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Paragraph Page 68 9 69 - 70 10 71 - 72 10 Replies of the European Central Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Ali je ECB uporabljala orodja za upravljanje svojih kadrovskih dejavnosti in izpolnjevala potrebe vodstva in uslužbencev po informacijah? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11 TheEuropeanCentralBank(ECB—‘thebank’)andthe national central banks of all European Union (EU) Member States together constitute the European System of Central Banks (ESCB). 
Evropska centralna banka (v nadaljnjem besedilu: ECB oziroma banka) in nacionalne centralne banke vseh držav članic Evropske unije (EU) skupaj sestavljajo Evropski sistem centralnih bank (ESCB).
The primary objective of the ESCB is to maintain price stability. 
Poglavitni cilj ESCB je ohranjanje stabilnosti cen.
The ESCB also supports the general economic policies of the EU with a view to contributing to the achievement of the EU’s objectives (1). 
ESCB tudi podpira splošne ekonomske politike v EU z namenom prispevati k doseganju ciljev EU(1).
For this purpose, the ECB carries out the tasks specified in its Statute (2) and is responsible for managing its activities and finances. 
ECB v ta namen izvaja naloge, določene v svojem statutu(2), in je pristojna za upravljanje svojih dejavnosti in financ.
The 2009 audit covered the rules, procedures and systems established by the ECB for managing its human resources. 
Revizija za leto 2009 je zajela pravila, postopke in sisteme, ki jih je ECB uvedla za upravljanje svojih človeških virov.
TheGoverningCouncil,onaproposalfromtheExecutive Board, lays down the conditions of employment of the ECB’s staff (4). 
Svet ECB na predlog Izvršilnega odbora določi pogoje za zaposlitev v ECB (4).
The main documents which govern human resources at the ECB are the conditions of employment, the staff rules and other administrative circulars and the guidelines on specific topics such as recruitment, promotions, mobility and the code of conduct. 
Glavni dokumenti, ki urejajo kadrovanje v ECB, so pogoji za zaposlitev, pravila za zaposlene in druge upravne okrožnice ter smernice za posebne teme, kot so zapo­ slovanje, napredovanja, mobilnost in kodeks ravnanja.
The total workforce at the ECB consists of ‘headcount staff’ (1 386 at the end 2009) and ‘non-headcount staff’ (278 at the end 2009). 
Skupno delovno silo ECB sestavljajo „zaposleni“ (1 386 ob koncu leta 2009) in „drugi uslužbenci“ (278 ob koncu leta 2009).
‘Non-headcount staff’ include: ESCB/International Organisations staff (127), members of the Graduate Programme (24), PhD and student interns (72), Research visitors (9) and agency staff (46). 
Med „druge uslužbence“ spadajo: uslužbenci ESCB/mednarodnih organizacij (127), udeleženci programa za osebe s končanim podiplomskim študijem (24), podiplomski študenti praktikanti in doktorski študenti praktikanti (72), gostujoči raziskovalci (9) in uslužbenci, zaposleni prek agencij za zaposlovanje (46).
In addition, the ECB has contracts with consultants to specific needs. 
Poleg tega ima ECB za posebne potrebe sklenjene pogodbe s sveto­ valci.
AUDIT SCOPE AND APPROACH 4. TheCourtappliesarotationalauditapproachtoitsaudit of the ECB by selecting a different management field for exam­ ination each year. 
Sodišče izvaja revizijo ECB po pristopu rotacije, tako da za pregled vsako leto izbere drugo področje upravljanja.
The objective of the 2009 audit was to assess how well the ECB managed its human resources by addressing the following key audit questions: — Did the ECB use tools to manage its human resources activities and address the information needs of both management and staff? 5. 
Cilj revi­ zije za leto 2009 je bil oceniti, kako dobro je ECB upravljala svoje človeške vire, pri čemer so bila obravnavana naslednja ključna revizijska vprašanja: — Ali je ECB določila podrobne pogoje in pravila za zapo­ slitev? — Ali je ECB sprejela in uporabljala pregledna pravila in postopke za izbiranje osebja? — Ali je ECB ustrezno ocenjevala uspešnost uslužbencev ter imela ustrezne politike in postopke za poklicni razvoj in usposabljanje?
TheCourtalsofolloweduponitspreviousfindingsand recommendations in this area as set out in its 2004 audit (5), which dealt with the operational efficiency of the ECB’s human resources in respect of: recruitment and mobility; remuneration and compensation; and absence management were also followed up. 
Sodišče je tudi nadalje spremljalo svoje prejšnje ugotovitve 5. in priporočila na tem področju, nastale pri njegovi reviziji za leto 2004 (5), ki je obravnavala učinkovitost upravljanja člove­ ških virov ECB pri zaposlovanju in mobilnosti ter prejemkih in nadomestilih, nadalje pa je spremljalo tudi vodenje odsotnosti z dela.
TheauditcoveredtheECB’s‘headcountstaff’(staff)only and comprised the following main elements: (a) a review of the ECB’s conditions of employment and staff rules, including a benchmarking exercise with the staff rules of the EU institutions and those of another financial organi­ sation; (b) an assessment of the staff selection rules and procedures by analysing relevant documentation and through a detailed examination of 20 procedures selected on a random basis. 
Revizija je zajela le „zaposlene“ v ECB (uslužbenci) in je vsebovala naslednje glavne elemente: (a) pregled pogojev za zaposlitev in pravil za zaposlene, ki jih uporablja ECB, vključno s primerjavo s pravili za zaposlene v institucijah EU in drugi finančni organizaciji; (b) ocena pravil in postopkov za izbiranje osebja na podlagi analize ustrezne dokumentacije in podrobnega pregleda 20 naključno izbranih postopkov.
Reliance was also placed on the audit work of the bank’s Internal Audit Directorate (D-IA) in respect of the recruitment process, following a positive assessment of the adequacy and scope of the D-IA’s audit work in this area. 
Sodišče se je zaradi pozitivne ocene ustreznosti in obsega revizijskega dela Direktorata banke za notranjo revizijo (D-IA) opiralo tudi na njegovo delo v zvezi s procesom zaposlovanja.
The sample selected by the Court was complementary to the items tested by the D-IA; (c) an assessment of the bank’s staff performance appraisal and reward systems by reviewing the guidelines and by testing 24 appraisals selected from three Business Areas, a review of the training policies, including the testing of a sample of both centralised and decentralised training events; (d) a review of the bank’s human resources information systems together with an assessment of the information on human resources issues provided to both management and staff. 
Vzorec, ki ga je izbralo Sodišče, je dopolnjeval enote, ki jih je preizkusil ta direktorat; (c) ovrednotenje ocenjevanja uspešnosti uslužbencev banke in sistemov nagrajevanja na podlagi pregleda smernic in preiz­ kušanja 24 ocenjevanj, izbranih s treh poslovnih področij, ter pregled politik usposabljanja, vključno s preizkušanjem vzorca s centraliziranimi in decentraliziranimi usposabljanji; (d) pregled informacijskih sistemov banke za človeške vire, skupaj z oceno informacij o kadrovskih zadevah, ki so jih prejeli vodstvo in uslužbenci.
Thestaffemploymentconditionsandrulesshouldbe comprehensive, covering in detail all aspects of human resources management, such as remuneration, leave, overtime, secondments, probation periods, absence management, harassment, etc. 8. 
Pogojiinpravilazazaposlitevmorajobitipodrobniin pokrivati vse vidike upravljanja človeških virov, kot so prejemki, dopust, nadure, začasne napotitve na drugo delovno mesto, poskusna doba, vodenje odsotnosti z dela, nadlegovanje itd. 8.
Thereviewofthemainstaffemploymentconditionsand rules showed that they are comprehensive. 
Pregledglavnihpogojevinpravilzazaposlitevjepokazal, da so podrobni.
The ECB is in the process of consolidating all the rules and regulations into a Staff Handbook, complementing the Business Practice Handbook, which was launched in 2007 and last updated in March 2009. 
ECB je v postopku konsolidacije vseh pravil in predpisov v Priročnik za uslužbence. Ta bo dopolnjeval Priročnik o poslovnih praksah, ki je bil izdan leta 2007 in nazadnje posodobljen marca 2009.
(5) OJ C 119, 19.5.2006, p. 
(5) UL C 119, 19.5.2006, str.
EN C 31/4 Official Journal of the European Union 29.1.2011 9. 
SL 19.
TheCourtpreviouslyrecommendedthattheECBshould periodically assess whether its employment conditions are comparable to the other EU and financial institutions (1). 
Sodišče je v preteklosti priporočilo, da bi morala ECB periodično ocenjevati, ali so njeni pogoji za zaposlitev primer­ ljivi s pogoji drugih institucij EU in finančnih institucij (1).
The ECB had carried out a specific benchmarking exercise on its retirement plan (2) and a limited number of thematic comparisons with the EU institutions and other comparable financial institutions. 
ECB je izvedla posebno primerjavo za svoj pokojninski načrt (2) in omejeno število tematskih primerjav z institucijami EU in drugimi primerljivimi finančnimi institucijami.
These comparisons did not result in any significant changes to the ECB’s staff employment conditions. 
Te primer­ jave niso privedle do nobenih pomembnih sprememb pogojev za zaposlitev, ki jih uporablja ECB.
In general, the ECB considers that it’s staff conditions are adequate, as evidenced by the low staff turnover (3) and the fact that very few job offers were rejected by successful candidates. 
ECB na splošno meni, da so pogoji za zaposlitev ustrezni, kar dokazujeta majhno menja­ vanje osebja (3) in dejstvo, da je ponudbo za delo zavrnilo zelo malo uspešnih kandidatov.
Did the ECB adopt and apply transparent staff selection rules and procedures? 
Ali je ECB sprejela in uporabljala pregledna pravila in postopke za izbiranje osebja?
Staffselectionrulesandproceduresarenecessaryfor transparent and effective staff recruitment processes if they are to be considered as appropriate. 
Pravilainpostopkizaizbiranjeosebjasopotrebniza preglednost in uspešnost procesov zaposlovanja, če naj ti štejejo za ustrezne.
The Court assessed whether the bank had: — established comprehensive and clear staff selection rules and procedures, and — applied these rules and procedures consistently at each stage of the recruitment process, namely during: — the establishment and publication of the vacancy notice, and — the selection procedure itself. 
Sodišče je ocenilo, ali je banka: — določila podrobne in jasne pogoje in postopke za izbiranje osebja ter — dosledno uporabljala ta pravila in postopke na vsaki stopnji procesa zaposlovanja, namreč pri: — sestavljanju in objavi prostega delovnega mesta ter — samem izbirnem postopku.
The ECB’s staff selection rules and procedures 12. 
Pravila in postopki za izbiranje osebja, ki jih uporablja ECB 12.
Asetofcomprehensiveandclearstaffselectionrulesand procedures should be in place covering all the key stages of the process in a clear and detailed manner. 
Vzpostavljen bi moral biti niz podrobnih in jasnih pogojev in postopkov za izbiranje osebja, ki jasno in podrobno zajema vse ključne faze procesa.
They should identify the person(s) responsible for the different stages of the recruitment process, the decisions that had to be taken and the documents required. 
V njih bi bilo treba določiti osebo (osebe), odgovorno za različne faze procesa zaposlovanja, odločitve, ki jih je bilo treba sprejeti, in zahtevane dokumente.
Thegeneralrulesonrecruitmentarecomplete,clear,and easily accessible to all the stakeholders involved. 
Splošnapravilazazaposlovanjesocelovita,jasnain zlahka dostopna vsem udeleženim zainteresiranim stranem.
However, no comprehensive manual has been established and there is no checklist for ensuring that all steps during the recruitment life cycle have been performed properly. 
Vendar ni bil pripravljen izčrpen priročnik in ni kontrolnega seznama za zagotavljanje, da so bili pravilno izvedeni vsi koraki v ciklu zaposlovanja.
Application of the staff selection rules and procedures 14. 
Uporaba pravil in postopkov za izbiranje osebja 14.
Staffrecruitmentshouldbecarriedoutinaccordance with the established rules and procedures. 
Zaposlovanjebimoralopotekativskladuzveljavnimi pravili in postopki.
The aim of the selection procedures should be to recruit staff who best fit the job profile in a timely and transparent manner. 
Cilj postopkov za izbiranje osebja bi moral biti pravočasno in pregledno zaposlovanje uslužbencev, ki najbolje ustrezajo opisu delovnega mesta.
(1) See recommendation in the Court’s 2004 report (OJ C 119, 19.5.2006, p. 
(1) Glej priporočilo v poročilu Sodišča za leto 2004 (UL C 119, 19.5.2006, str.
(2) The Court’s audit did not cover the ECB’s retirement plan. 
(2) Revizija Sodišča ni zajela pokojninskega načrta ECB.
(3) The annual staff turnover for the period 2004-2008 was between 2,0 % and 2,6 %. 
(3) Letno menjavanje osebja v obdobju 2004–2008 je bilo med 2,0 % in 2,6 %.
TheECB’sselectionproceduresaimtoensurethat‘all members of staff of the ECB shall be selected, appointed and promoted by the Executive Board and with due regard to the principles of professional qualification, publicity, transparency, equal access and non-discrimination’ (4). 
S postopki za izbiranje osebja, ki jih uporablja ECB, se skuša zagotoviti, da „Izvršilni odbor izbere in imenuje vse zapo­ slene v ECB in odloča o njihovem napredovanju“ in to „ob upoštevanju načel strokovne usposobljenosti, javnosti, pregled­ nosti, enakega dostopa in nediskriminacije“ (4).
The audit examined both recruitment campaigns and direct appointments. 
Prirevizijisobilepregledanezaposlitvenekampanjein neposredna imenovanja.
The direct appointments examined were clearly documented and in accordance with the ECB’s estab­ lished rules. 
Pregledana neposredna imenovanja so bila jasno dokumentirana in v skladu z veljavnimi pravili ECB.
Recruitment campaigns are characterised by a more complex process during which issues like vacancy notices and selection procedures were assessed. 
Za zaposlitvene kampanje se uporablja zapletenejši proces, pri katerem so bile ocenjene zadeve, kot so objave prostih delovnih mest in postopki za izbiranje osebja.
Vacancy notice 17. 
Objave prostih delovnih mest 17.
Forallrecruitmentcampaigns,avacancynoticeshould be drafted which should clearly set out the main responsibilities of the position and a general description of the educational and other qualifications, competencies and experience required and/or desired. 
Zavsezaposlitvenekampanjebibilotrebasestaviti objavo prostega delovnega mesta, v kateri bi morale biti jasno navedene glavne naloge tega delovnega mesta ter splošen opis zahtevane in/ali zaželene izobrazbe in drugih kvalifikacij, kompetenc in izkušenj.
The vacancy notice should also indicate the nature and duration of the contract as well as the selection criteria. 
V objavi bi morali biti navedeni tudi vrsta in trajanje pogodbe ter izbirna merila.
All vacancy notices should be posted in the ECB’s elec­ tronic recruitment system and may also be advertised in other ways when deemed appropriate. 
Vse bi morale biti objavljene v elektronskem sistemu zaposlovanja, ki ga uporablja ECB, kadar se zdi primerno, pa jih je mogoče oglaševati tudi na druge načine.
Thevacancynoticesexamineddefinedsufficientlythe experience and qualifications requested, as well as the nature of the post and the selection criteria. 
Vpregledanihobjavahprostihdelovnihmestsobili dovolj dobro opredeljeni zahtevane izkušnje in kvalifikacije ter vrsta delovnega mesta in izbirna merila.
A reasonable deadline was set for the submission of applications. 
Za predložitev prijav je bil določen razumen rok.
DespitetheECB’seffortstoencouragestaffmobilityand to attract candidates with profiles that can be used in its various Business Areas, prerequisites for posts were often very technical. 
Čeprav si ECB prizadeva spodbujati mobilnost osebja in pritegniti kandidate s profili, primernimi za delo v njenih različnih poslovnih področjih, so se za delovna mesta pogosto zahtevali zelo strokovno naravnani predpogoji.
In general, placing a lot of weight on very specific technical knowledge makes subsequent mobility within the ECB more difficult. 
Pripisovanje velikega pomena zelo specifičnemu strokovnemu znanju na splošno otežuje nadaljnjo mobilnost znotraj ECB.
A set of basic standard competencies for fulfilling the tasks expected at different seniority levels, with the aim of facilitating the drafting of the vacancy notice and to possibly foster internal staff mobility, has not been developed. 
Ni bil razvit sklop osnovnih standardnih kompetenc za izpolnjevanje nalog, ki se pričakuje na različnih stopnjah kariere, z namenom lažjega sestavljanja objave prostega delovnega mesta in morda spodbu­ janja notranje mobilnosti osebja.
Selection procedure 20. 
Izbirni postopek 20.
The ECB rules foresee that the appointed selection committee should decide whether tests, written exercises or other selection tools will form part of the selection procedure. 
PravilaECBpredvidevajo,daimenovanaizbirnakomisija odloči, ali bo izbirni postopek vseboval preizkuse, pisne vaje ali druge načine izbiranja.
All recruitment procedures have to include at least one interview of each candidate by the members of the selection committee. 
Vsi postopki za zaposlovanje morajo vsebovati vsaj en razgovor članov izbirne komisije z vsakim kandidatom.
An assessment of managerial skills for all mana­ gerial vacancies should be carried out by an external consultant. 
Za vsa vodstvena delovna mesta bi moral oceno vodstvenih sposobnosti opraviti zunanji svetovalec.
The selection committee may also consider references relevant to the position from the candidate’s previous employers as well as from relevant current or past supervisors within the ECB. 
Izbirna komisija lahko tudi upošteva relevantna priporočila za delovno mesto, ki so jih podali prejšnji kandidatovi delodajalci in rele­ vantni sedanji ali pretekli nadrejeni v ECB.
The assessment should be based on the qualifications and experience requirements specified in the vacancy notice. 
Ocena bi morala temeljiti na zahtevah v zvezi s kvalifikacijami in izkušnjami, ki so določene v objavi prostega delovnega mesta.
(4) Article 20.1 and 20.2 of the Decision of the ECB dated 19 February 2004 adopting the Rules of Procedure of the European Central Bank (ECB/2004/2) (2004/257/EC) (OJ L 80, 18.3.2004, p. 
(4) Člena 20.1 in 20.2 Sklepa Evropske centralne banke z dne 19. februarja 2004 o sprejetju Poslovnika Evropske centralne banke (ECB/2004/2) (2004/257/ES) (UL L 80, 18.3.2004, str.
EN 29.1.2011 OfficialJournaloftheEuropeanUnion C31/5 21. After completion of the selection procedure, the selection committee is expected to draw up its conclusions on the short-listed candidates, ranked in order of suitability. 
SL 29.1.2011 UradnilistEvropskeunije C31/5 21. Izbirna komisija naj bi po koncu izbirnega postopka sestavila svoje sklepe o kandidatih na ožjem seznamu, na katerem so razvrščeni po primernosti.
The selection committee should then seek the endorsement of the head of the Business Area in which the vacancy has arisen or of the Executive Board if the position is above a certain seniority level. 
Nato bi morala prositi za odobritev vodje poslovnega področja, na katerem je prosto delovno mesto, ali Izvršilnega odbora, če je delovno mesto nad določeno karierno stopnjo.
Eachrecruitmentcampaignexaminedusedacombi­ nation of several methods to assess the suitability of the candidates (see Box). — adequately planned training activities and evaluated training programmes on a regular basis. 
Pri vsaki pregledani zaposlitveni kampanji je bila za ocenjevanje primernosti kandidatov uporabljena zmes različnih metod (glej okvir). — ustrezno načrtovala dejavnosti usposabljanja ter redno ocenjevala programe usposabljanja.
Staff performance appraisal procedures 26. 
Postopki za ocenjevanje uspešnosti uslužbencev 26.
The staff appraisal system should define roles and clearly set out what is expected of both appraisers and appraisees. 
V sistemu za ocenjevanje uslužbencev bi morale biti opredeljene vloge in jasno določeno, kaj se pričakuje od ocenjevalcev in ocenjeva-ncev.
The ‘Guide to the ECB appraisal’ describes the key aspects of the appraisal system applied in the bank. 
Priročnik za ocenjevanje v ECB opisuje ključne vidike sistema za ocenjevanje, ki ga banka uporablja.