natgillin/translations-raw huggingface dataset:
1 In coordination and assistance cases national judicial authorities have already taken a decision to deal with a case which explains the higher success rate of these cases. 
1 Pri primerih usklajevanja in pomoči so nacionalni sodni organi že sprejeli sklep o obravnavanju primera, kar pojasnjuje večjo uspešnost teh primerov.
Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 42 ANNEX III TABLE C — Financial results in different areas Recovered to date Recovery per case closed with financial follow-up (million euro) Cases closed 2004–09 Closed with financial follow-up Recoverable (million euro) (million euro) % Agriculture 92 49 136,8 5,5 1,7 % 0,11 Customs 102 69 306,6 112,9 35,4 % 1,64 External Investigations External Aid 225 101 74,9 10,9 3,4 % 0,11 Structural Funds 124 76 124,2 46,6 14,6 % 0,61 Other1 153 61 13,9 3,8 1,2 % 0,06 Sub total 696 356 1 Other consists of direct expenditure, EU bodies and agencies and trade. 
1/2005 o upravljanju Evropskega urada za boj proti goljufijam (OLAF) 42 PRILOGA III TABELA C – Finančni rezultati na različnih področjih Dosedaj izterjano Izterjava po primerih, zaključenih s finančnim nadaljnjim ukrepanjem (v milijonih EUR) Primeri, zaključeni v obdobju 2004–2009 Zaključeni s finančnim nadaljnjim ukrepanjem Za izterjavo (v milijonih EUR) (v milijonih EUR) % Kmetijstvo 92 49 136,8 5,5 1,7 % 0,11 Carine 102 69 306,6 112,9 35,4 % 1,64 Zunanje preiskave Zunanja pomoč 225 101 74,9 10,9 3,4 % 0,11 Strukturni skladi 124 76 124,2 46,6 14,6 % 0,61 Drugo1 153 61 13,9 3,8 1,2 % 0,06 Vmesni seštevek 696 356 1 Drugo sestavljajo neposredni odhodki, organi in agencije EU ter trgovina.
Table C compares financial results in different sectors. 
V tabeli C so primerjani finančni rezultati po različnih sektorjih.
For external investigations, the customs area represented the highest proportion of recoverable amounts (20 %) and of actual recoveries (35 %). 
Pri zunanjih preiskavah je področje carin predstavljalo najvišji delež zneskov za izterjavo (20 %) in dejanskih izterjav (35 %).
The financial results from other areas were lower. 
Na drugih področjih so bili finančni rezultati nižji.
Over the six year period (2004 to 2009), coordination and assistance cases account for 57 % (877 million euro out of 1 536 million euro) of potentially recoverable amounts for the Office as a whole, and 43 % (138 million euro out of 319 million euro) of actual recoveries. 
Primeri usklajevanja in pomoči predstavljajo za šestletno obdobje (2004 do 2009) za Urad kot celoto 57 % (877 milijonov EUR od 1 536 milijonov EUR) potencialnih zneskov za izterjavo in 43 % (138 milijonov EUR od 319 milijonov EUR) dejanskih izterjav.
The recovery per investigation shows the average amount recovered per case closed with financial follow-up in each sector (for example in the case of agriculture, 5,5 million euro was recovered, from a total of 49 cases, resulting in an average recovery per case of 0,11 million euro). 
Izterjava na preiskavo kaže povprečni izterjani znesek na zaključen primer s finančnim nadaljnjim ukrepanjem v vsakem sektorju (npr. v kmetijstvu je bilo v skupno 49 primerih izterjanih 5,5 milijona EUR, kar pomeni povprečno izterjavo na primer v višini 0,11 milijona EUR).
Whilst the different sectors are not directly comparable because they manage different types of cases, the table shows the variation in average amounts recovered per case, across sectors. 
Čeprav različni sektorji niso neposredno primerljivi, ker gre za različne vrste primerov, pa tabela prikazuje razlike med sektorji v povprečnih izterjanih zneskih na primer.
656,4 179,7 56,4 % 0,50 Internal investigations 196 33 3,0 0,5 0,2 % 0,02 Coordination and assistance 504 201 877,0 138,3 43,4 % 0,69 Total 1 396 590 1 536,4 318,5 100,0 % 0,54 Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 
656,4 179,7 56,4 % 0,50 Notranje preiskave 196 33 3,0 0,5 0,2 % 0,02 Usklajevanje in pomoč 504 201 877,0 138,3 43,4 % 0,69 Skupaj 1 396 590 1 536,4 318,5 100,0 % 0,54 Posebno poročilo št. 2/2011 – Nadaljnje ukrepanje po Posebnem poročilu št. 1/2005 o upravljanju Evropskega urada za boj proti goljufijam (OLAF)
The Commission would like to point out that OLAF’s development over the past 11 years has proven that OLAF is best placed as an all-round anti-fraud service in order to protect the financial interests of the EU. 
Komisija želi poudariti, da je razvoj urada OLAF v zadnjih 11 letih pokazal, da je OLAF najprimernejša vsestranska služba za zaščito finančnih interesov EU.
This overall mission comprises three complementary tasks, i.e. conducting administrative investigations in full independence, assisting Member States by organising close and regular cooperation between their competent authorities, and by contributing to the design of the Commission’s anti-fraud regulatory activity and strategy. 
Ta splošna misija vključuje tri komplementarne naloge, in sicer OLAF samostojno izvaja upravne preiskave, pomaga državam članicam vzdrževati tesno in redno sodelovanje med njihovimi pristojnimi organi ter prispeva k dejavnostim in strategiji Komisije na področju sprejemanja predpisov za boj proti goljufijam.
OLAF’s policy work benefits from its investigative experience and vice versa. 
OLAF si pri svojem političnem delu pomaga z izkušnjami iz izvedenih preiskav in obratno.
Nearly 75 % of staff are operational in the sense that they are either conducting or supporting investigations, both in the investigation directorates and the supporting directorates. 
Tako v direktoratih za preiskave kot podpornih direktoratih je skoraj 75 % zaposlenih usposobljenih, da bodisi preiskave izvajajo bodisi pri njih pomagajo.
The Commission shares the Court’s overall assessment of the progress made by OLAF, in particular with the efficiency of its investigations. 
Komisija se strinja s splošno oceno Sodišča o napredku urada OLAF, zlasti glede učinkovitosti njegovih preiskav.
OLAF’s line management supervises investigations on the basis of workplans which are regularly updated in the Case Management System (CMS). 
Vodstvo urada OLAF preiskave nadzoruje na podlagi delovnih načrtov, ki se redno posodabljajo v sistemu vodenja primerov (CMS).
OLAF is committed to improving its management tools on a continuous basis. Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 
OLAF si prizadeva stalno izboljševati svoja vodstvena orodja. Posebno poročilo št. 2/2011 – Nadaljnje ukrepanje po Posebnem poročilu št.
44 REPLY OF THE COMMISSION IV. 
44 ODGOVORI KOMISIJE IV.
The Commission is currently preparing a revised proposal to amend Regulation 1073/1999. 
Komisija trenutno pripravlja predlog spremembe Uredbe št. 1073/1999.
It is envisaged that the proposal will strengthen the rights of the persons concerned and also comprise provisions on a review procedure and on cooperation with Eurojust and Europol. 
Predvideno je, da se bodo s predlogom povečale pravice zadevnih oseb ter da bo vključeval določbe o postopku revizije in o sodelovanju z Eurojustom in Europolom.
The Commission considers that, even under the existing legal framework, the rights of individuals concerned are protected and that an independent control of investigative acts exists, to which the case law of the Court of Justice has been increasingly contributing since the Court made its statement in 2005. 
Komisija meni, da so tudi v obstoječem pravnem okviru pravice zadevnih posameznikov zaščitene in da se preiskovalna dejanja nadzirajo na neodvisen način, k čemur vedno več prispeva sodna praksa Sodišča Evropske unije vse od njegove izjave leta 2005.
V. OLAF’s reports are under constant development in order to improve their practical use as a management tool. 
V. Poročila urada OLAF se stalno razvijajo, da bi se njihova praktična uporabnost kot vodstveno orodje izboljšala.
OLAF will examine whether a statistical annex can be appended to the annual operational report in the future which would ensure a better comparison of performance indicators. 
OLAF bo proučil, ali bi se dalo v prihodnje letnemu poročilu o delovanju priložiti statistično prilogo, s čimer bi bilo kazalnike uspešnosti lažje primerjati.
The proposal for the reform of Regulation 1073/1999 will consolidate the rights of individuals concerned and make them more visible. 
S predlogom spremembe Uredbe št. 1073/1999 bodo pravice zadevnih posameznikov še bolj uveljavljene in vidne.
The rights of individuals concerned are already protected in the existing legal framework, as well as by national courts and by the rapidly developing case law of the Court of Justice. (a) The Commission agrees that the speed of investigations is an area that could be further improved. 
Pravice zadevnih posameznikov so zaščitene že v obstoječem pravnem okviru in tudi z nacionalnimi sodišči ter hitro se razvijajočo sodno prakso Sodišča EU. (a) Komisija se strinja, da bi se dalo hitrost preiskav še povečati.
OLAF will make every effort to increase the efficiency and effectiveness of its investigative work, which remains its core task. 
OLAF bo naredil vse za povečanje zmogljivosti in učinkovitosti svojih preiskovalnih dejavnosti, ki so še vedno njegova najpomembnejša naloga.
In order to use its resources efficiently, OLAF is primarily committed to dealing with serious cases and is progressively applying minimum financial thresholds. (b) OLAF already has initial workplans in place, which it is committed to develop further so as to improve overall planning. 
Za učinkovito uporabo virov se OLAF na prvem mestu posveča resnim primerom in postopoma uvaja minimalne finančne pragove. (b) OLAF je že vzpostavil prvotne delovne načrte, ki jih bo nadalje razvijal in tako izboljšal celotno načrtovanje.
The Commission agrees that OLAF should endeavour to reduce the overall duration of assessments and investigations. 
Komisija se strinja, da bi si moral OLAF prizadevati za skrajšanje splošnega trajanja ocenjevanj in preiskav.
Duration is a key performance indicator for OLAF, which OLAF is committed to reducing wherever possible, particularly through improved monitoring of complex investigations. 
Trajanje je ključni kazalnik uspešnosti urada OLAF, ki si ga ta prizadeva skrajšati po svojih najboljših močeh, zlasti z boljšim spremljanjem zapletenih preiskav.
Under the existing governance framework, the Board delivers recommendations on fundamental decisions relating to the treatment of cases. 
V sedanjem okviru upravljanja priporočila za temeljne odločitve glede obravnave primerov izda odbor.
But it is the role of line management to examine investigation plans regularly, guide their development and take decisions in order to respect timeframes and speed up investigations wherever possible. 
Za redno pregledovanje načrtov preiskav, usmerjanje njihovega razvoja, sprejemanje odločitev za zagotovitev spoštovanja časovnega okvira in pospeševanje preiskav v okviru možnosti pa je odgovorno vodstvo.
OLAF considers that the Board involvement in the monitoring process would dilute responsibility of OLAF’s line management. Special Report No 2/2011 — Follow-up of special report no 1/2005 concerning the management of the European Anti-Fraud Office 
OLAF meni, da bi se z vključitvijo upravnega odbora v postopek spremljanja zmanjšale pristojnosti vodstva. Posebno poročilo št. 2/2011 – Nadaljnje ukrepanje po Posebnem poročilu št.
45 (c) OLAF’s various reports are intended for different audiences, including internal management and external stakeholders. 
45 (c) Različna poročila, ki jih izdaja OLAF, so namenjena različni publiki, tudi notranjemu vodstvu in zunanjim zainteresiranim stranem.
OLAF will try to improve these reports further. (d) An adequate procedure has been defined and implemented by OLAF and the Supervisory Committee that takes account of the requirement for OLAF to inform the Supervisory Committee before transmitting cases to national judicial authorities as well as of the investigative independence of the OLAF Director. 
OLAF bo poskušal ta poročila še izboljšati. (d) OLAF in nadzorni odbor sta oblikovala in uvedla ustrezen postopek, pri katerem se upoštevata zahteva, da OLAF nadzorni odbor obvesti, preden primere preda nacionalnim sodnim organom, in preiskovalna neodvisnost direktorja urada OLAF.
OLAF will take any advice of the Supervisory Committee into account and react on a case-by-case basis. 
OLAF bo upošteval nasvete nadzornega odbora in se za vsak primer posebej odločil o ustreznih ukrepih.
Any formal procedure for the Supervisory Committee to intervene in ongoing cases could be seen as an interference with the investigative independence of the OLAF Director. 
Kakršen koli postopek posredovanja nadzornega odbora pri primerih v obravnavi bi bil lahko sprejet kot ovira za preiskovalno neodvisnost direktorja urada OLAF.
REPLY OF THE COMMISSION OBSERVATIONS 6. 
ODGOVORI KOMISIJE OPAŽANJA 6.
The Commission notes that OLAF has expressed different views regarding the gradings of a number of cases. 
Komisija opaža, da je OLAF izrazil različna mnenja glede ocen pri več primerih.
OLAF has focussed its financial follow-up activities on important cases where the financial impact meets specific thresholds defined for the respective sectors and types of procedures. 
OLAF se je pri svojih dejavnostih finančnega spremljanja osredotočil na pomembne primere, pri katerih finančni učinek dosega posebne pragove, ki so določeni za zadevne sektorje in vrste postopkov.
The 34 % figure in isolation does not reflect the proportion of OLAF resources devoted to investigation. 
Sama številka 34 %, kolikor je uslužbencev, ki delajo v direktoratih za preiskave in operacije, ne ponazarja deleža virov urada OLAF, ki so namenjeni za preiskave.
In terms of staff allocation to investigative activities, nearly 75 % are involved in operational casework, i.e. including providing support to investigations. 
Kar zadeva dodelitev osebja za preiskovalne dejavnosti, je skoraj 75 % zaposlenih vključenih v vodenje primerov, vključno z nudenjem podpore pri preiskavah.
The split by directorates does not thus reflect the proportion of staff involved in investigations. 
Razporeditev po direktoratih tako ne ponazarja deleža zaposlenih, ki sodelujejo pri preiskavah.
Even though the figure of 37 % is generated from the Time Management System (TMS), it does not entirely reflect the real situation. 
Čeprav številka 37 % izhaja iz sistema upravljanja časa (TMS), ne kaže celotne realne slike.
In particular, investigators in Directorates A & B regularly use the ‘Management and administration’ category when they are dealing with administrative tasks e.g. reports which are purely case-related. 
Zlasti preiskovalci iz direktoratov A in B redno uporabljajo kategorijo „Vodenje in upravljanje“ pri opravljanju administrativnih nalog, na primer pri poročilih, ki so povezana izključno s primeri.
Also middle and senior management and secretaries in the investigative units often use this category for case-related paperwork. 
To kategorijo pogosto uporabljajo tudi srednji in visoki vodstveni uslužbenci ter tajniki v preiskovalnih enotah, ko obdelujejo dokumente v zvezi s primeri.
OLAF will examine how to improve the use of the TMS to better reflect the division of work. 
OLAF bo proučil, kako bi se dalo izboljšati uporabo TMS, da bo delitev dela bolje ponazorjena.
In order to improve the governance framework, the revised proposal for amending Regulation 1073/1999 will inter alia comprise a provision on the ‘exchange of views’ between the EU institutions (European Commission, European Parliament and Council) and OLAF on relevant questions concerning its strategic working priorities. 
Da bi se izboljšal okvir upravljanja, bo predlog za spremembo Uredbe št. 1073/1999 vključeval tudi določbo o „izmenjavi mnenj“ med institucijami EU (Evropska komisija, Evropski parlament in Svet) in uradom OLAF o pomembnih vprašanjih v zvezi z njegovimi strateškimi prednostnimi delovnimi nalogami.
OLAF has issued specific recommendations to several Commission services to improve fraud prevention following analysis of its operational cases. 
OLAF je po analizi svojih operativnih primerov za različne službe Komisije izdal posebna priporočila za izboljšanje preprečevanja goljufij.
According to the jurisprudence of the Court of Justice1, ‘sufficiently serious sus-picion’ is required for opening a case. 
V skladu s sodno prakso Sodišča1 je za začetek preiskave potreben „dovolj resen sum“.
This means that OLAF is not allowed to conduct investigative activities based solely on risk assessments without serious levels of suspicion being attained. 
To pomeni, da OLAF ne sme izvajati preiskovalnih dejavnosti le na podlagi ocene tveganja in brez resnega suma.
Since 2007, OLAF has produced more than 10 strategic intelligence analyses for Commission services and Member States, which contain specific recommendations to substantially reduce the risks and impact of irregularities and fraud. 
Od leta 2007 je OLAF za službe Komisije in države članice pripravil več kot 10 strateških obveščevalnih analiz, ki vsebujejo posebna priporočila za bistveno zmanjšanje tveganj ter posledic nepravilnosti in goljufij.
It is primarily the role of line management to ensure that clear case plans and objectives are set and regularly monitored. 
Zagotavljanje, da so načrti primerov in cilji jasno zastavljeni in redno spremljani, je predvsem naloga vodstva.
The Board delivers recommendations on fundamental decisions relating to the treatment of cases. 
Odbor izdaja priporočila glede temeljnih odločitev v zvezi z obravnavo primerov.
1 C-11/00 Commission v. ECB; C-15/00 Commission v. EIB, 10 July 2003 REPLY OF THE COMMISSION OLAF considers that involvement of the Board in the monitoring process would be likely to result in a dilution of responsibility of OLAF’s line management. 
1 C-11/00 Komisija proti ECB; C-15/00 Komisija proti EIB; 10. julij 2003. ODGOVORI KOMISIJE OLAF meni, da bi se z vključitvijo odbora v postopek spremljanja lahko zgodilo, da bi se zmanjšale pristojnosti vodstva.
The TMS was designed to provide management with a global view of how much time is spent on a set of 20 pre-defined activities, such as investigation, follow-up, intelligence, administration, etc. This information is compiled in a monthly TMS report for each organisational entity, which allows managers to review resource allocation within their area of responsibility and senior management to initiate resource allocation across the Office. 
TMS je bil oblikovan kot orodje za upravljanje s splošnim pregledom nad časom, ki se porabi za 20 vnaprej določenih dejavnosti, kot so preiskave, spremljanje, obveščanje, administracija itd. Ti podatki so zbrani v mesečnem poročilu TMS za vsak organizacijski subjekt, ki vodjem omogoča pregled dodeljevanja sredstev za področja, za katera so pristojni, višjemu vodstvu pa omogoča, da lahko začne dodeljevanje sredstev po uradu.
The existing case management features of CMS will be reviewed with a view to strengthening its case planning capabilities. 
Sedanje značilnosti vodenja primerov sistema CMS bodo pregledane, da bi se okrepile zmožnosti načrtovanja primerov.
The Commission agrees that workplans contribute to the efficiency of investigations. 
Komisija se strinja, da delovni načrti pripomorejo k učinkovitosti preiskav.
OLAF’s Manual already outlines the basic elements of initial workplans which should describe the scope and investigative steps insofar as they can be anticipated at that stage. 
Priročnik urada OLAF navaja osnovne elemente prvotnih delnih načrtov, ki morajo opisovati obseg preiskave in njene faze, kolikor se jih lahko predvidi na tej stopnji.
However, when an investigation starts, it is difficult to know where it will lead. 
Vendar je na začetku preiskave težko vedeti, kam bo pripeljala.
Circumstances can change for reasons outside OLAF’s control, so investigators and their managers are in constant touch, and revise the workplans when needed. 
Okoliščine se lahko spremenijo iz razlogov, ki niso pod nadzorom OLAF, zato so preiskovalci in njihovi vodje ves čas v stiku ter delovne programe po potrebi prilagodijo.
The initial workplan and subsequent updates are all registered in the CMS. 
Prvotni delovni načrt in poznejše posodobitve so vsi vneseni v CMS.
47 In the light of the Court’s comments: Ū OLAF will ensure that initial workplans always include the objectives and scope of the investigation, and estimated financial impact. 
47 Glede na pripombe sodišča: — bo OLAF poskrbel, da bodo prvotni delovni načrti vedno vsebovali cilje in obseg preiskave ter predviden finančni vpliv.
If it is possible at such an early stage, the plans will also include an initial estimate of resources required, possible missions and a likely timeframe. Ū OLAF is committed to improving the monitoring and updating of workplans on a regular basis. Ū As regards the TMS, see reply to paragraph 222. 
Če bo na tej začetni stopnji možno, bodo načrti vključevali tudi prvotno oceno potrebnih sredstev, posebne misije in približen časovni okvir. — OLAF se zavezuje, da bo redno izboljševal spremljanje in posodabljanje delovnih načrtov. — v zvezi s TMS glej odgovor na odstavek 222.
It should be emphasised that OLAF’s overall objective is the protection of the financial interests of the EU. 
Treba je poudariti, da je splošni cilj urada OLAF zaščita finančnih interesov EU.
The number of cases is not an adequate parameter by which to judge OLAF’s performance. 
Število obravnavanih primerov ni primeren podatek, po katerem bi lahko sodili o uspešnosti urada OLAF.
Given that OLAF’s policy is to focus on the more serious and complex cases where its involvement clearly adds value, the fact that the number and duration of investigations has remained largely stable should be considered as an achievement. 
Ker je politika urada OLAF, da se osredotoči na resnejše in zapletene primere, kjer pomeni njegovo sodelovanje resnično dodano vrednost, bi se moralo dejstvo, da je število preiskav in njihovo trajanje ostalo skoraj nespreme-njeno, šteti za uspeh.
2 As regards the two cases mentioned in footnote 10, these were exceptional cases and OLAF will review its procedures in this regard. 
2 Primera, omenjena v opombi 10, sta posebna primera. OLAF bo preveril s tem povezane postopke.
REPLY OF THE COMMISSION 27. 
ODGOVORI KOMISIJE 27.
The Commission does not consider that a maximum duration for investigations, in the sense of an absolute limit, would be appropriate. 
Komisija se ne strinja, da bi bilo treba z absolutno omejitvijo določiti najdaljši čas trajanja preiskav.
Taking into account its operational experience and the various factors influencing the course of an investigation, OLAF set a realistic target in its 2010 Annual Management Plan (AMP) of closing 75 % of cases within 24 months. 
Ob upoštevanju svojih operativnih izkušenj in različnih faktorjev, ki vplivajo na potek preiskave, si je OLAF v svojem letnem načrtu upravljanja za leto 2010 zadal ure-sničljiv cilj, da bo 75 % primerov zaključil v 24 mesecih.
This is not a maximum duration, but a target allowing for a necessary amount of flexibility. 
To ni najdaljše trajanje, ampak cilj, ki dopušča potrebno stopnjo prilagodljivosti.
It is envisaged that the proposal for the reform of Regulation 1073/1999 will contain provisions for improving the monitoring of the duration of investigations. 
Predvideno je, da bo predlog za spremembo Uredbe št. 1073/1999 vključeval določbe za izboljšanje spremljanja trajanja preiskav.
The Commission shares the Court’s view that the duration of investigations is a key performance indicator in terms of OLAF’s operational procedures. 
Komisija se strinja z mnenjem Sodišča, da je čas trajanja preiskav ključni kazalnik uspešnosti, kar zadeva operativne postopke urada OLAF.
On the other hand, targets need to be realistic and have to reflect actual operational circumstances. 
Po drugi strani pa morajo biti cilji uresničljivi in odražati dejanske operativne okoliščine.
The Commission recalls that the provision on 9-month reports in Regulation 1073/1999 is not a target deadline for the completion of an investigation3. 
Komisija poudarja, da določba o 9-meseč-nih poročilih iz Uredbe 1073/1999 ni rok za zaključek preiskave3.