EUROPEAN ANTI-FRAUD OFFICE
(OLAF)
Management Plan 2015
1
Contents
PART 1. MISSION STATEMENT............................................................................................. 3
PART 2. THIS YEAR’S CHALLENGES ...................................................................................... 4
PART 3. GENERAL OBJECTIVES OF THE POLICY ................................................................... 6
PART 4. SPECIFIC OBJECTIVES FOR OPERATIONAL ABB ACTIVITIES ................................... 8
4.1. ABB Activity: Fight against fraud ....................................................................... 8
4.1.1. Investigative and coordination activities........................................................... 8
4.1.2. Investigation support....................................................................................... 10
4.1.3. Fraud prevention and anti-fraud policy .......................................................... 12
4.2
ABB activity: Promoting activities in the field of the protection of the
European Union's financial interests (Hercule III) ........................................... 17
4.3. ABB Activity: Anti-fraud information system (AFIS) ........................................ 20
PART 5. HORIZONTAL ACTIVITIES ...................................................................................... 24
5.1 Human resource management............................................................................ 24
5.2 Sound financial management / legality and regularity of transactions ............. 26
5.3 Management of information and communication technologies (ICT) ............... 27
OLAF IT strategy......................................................................................................... 27
5.4 Document management...................................................................................... 29
5.5 Internal Audit....................................................................................................... 29
5.6 Internal control and risk management................................................................ 29
5.7 Anti-fraud ............................................................................................................ 30
ANNEX 1. COMMUNICATION STRATEGY ........................................................................... 32
ANNEX 2. THE 2015 INVESTIGATION POLICY PRIORITIES (IPPS) OF THE OFFICE .............. 34
2
PART 1. MISSION STATEMENT
The mission of the European Anti-Fraud Office is threefold:

it protects the financial interests of the European Union (EU) by investigating
fraud, corruption and any other illegal activities;

it detects and investigates serious matters relating to the discharge of
professional duties by members and staff of the EU institutions and bodies that
could result in disciplinary or criminal proceedings;

it supports the EU institutions, in particular the European Commission, in the
development and implementation of anti-fraud legislation and policies.
3
PART 2. THIS YEAR’S CHALLENGES
A personal message from Giovanni Kessler
Director-General of OLAF
As OLAF celebrates 15 years of existence1, it faces the challenges of a maturing
organisation. The growing awareness and trust it enjoys is reflected by an increasing
amount of incoming information. The result is a larger workload for OLAF investigators.
In the Commission-wide context of diminishing resources, in 2015 OLAF will focus, more
than ever, on its core investigative tasks. This is in order to protect the financial
interests of the EU and detect serious professional misconduct in the EU institutions and
bodies.
In addition to its investigative activities, OLAF will continue to support the Commission
in developing and implementing policies to prevent and detect fraud. It will also
encourage the Member States to develop national anti-fraud strategies, covering the
European funds allocated and spent under “shared management”, in order to achieve
the highest level of protection possible for the EU’s financial interests.
On the regulatory side, 2015 may prove to be a crucial year for negotiations on the
proposal to establish a European Public Prosecutor's Office (EPPO). OLAF will do its
utmost to ensure that the EPPO is an independent and efficient body, which adds real
value in the fight against fraud, corruption and any other illegal activities affecting the
EU's financial interests.
Furthermore, following the expected adoption of the amended Regulation (EC) No
515/97 on mutual assistance, which aims to improve the fight against customs fraud,
OLAF will prepare the delegated and implementing acts necessary for its application.
OLAF will also need to establish centralised databases, in the context of this
amendment, as an additional tool for both the Commission and Member States in the
fight against customs-related fraud.
In order to further enhance its investigative activities, OLAF will continue to reinforce its
cooperation with the EU institutions, bodies, agencies and offices, as well as with
Member States and third countries. As a measure of improved cooperation, the Office
intends to sign new administrative cooperation arrangements, and update existing
ones, to make sure that they remain efficient and useful tools.
Key performance indicators for 2015
The activities of the Office will revolve around the following key performance indicators:
•
Average duration of selections;
•
Average duration of investigations;
1
In 2014.
4
•
Percentage of investigations closed with recommendations;
•
Implementation of the Strategy to step up the fight against cigarette smuggling
and other forms of illicit trade in tobacco products; and
•
Percentage of internal audit recommendations implemented without being
overdue for more than 12 months.
Efforts to ensure capacity to deliver on priorities
In 2012, OLAF underwent a significant reorganisation. This contributed to a record
number of investigations, a substantial increase of the number of recommendations
and a decrease in the average duration of the investigations. In order to sustain these
remarkable achievements, in an era of budgetary constraint, the Office needs to
optimise the use of its main asset, i.e. its human capital. Results have already been
achieved in this area through a further, more limited, reorganisation in 2014, aimed
mainly at reducing costs and streamlining existing procedures.
In summer 2014, OLAF adopted its first HR Strategic Plan. This document is based on an
analysis of all HR processes, the results of staff surveys and proposals made by OLAF
staff during a number of workshops. OLAF’s HR Strategic Plan addresses the following
challenges: an ageing population, the need for specific expertise and training, the
management of absences, equal opportunities and staff commitment. In 2015, OLAF
plans to publish specialised competitions for fraud investigators, in order to replace
departing staff members with equally qualified experts.
There are many challenges ahead of us in 2015. Nonetheless, I am confident that, with
the support and dedication of OLAF's skilled and competent staff, we will deliver on our
tasks and commitments with full quality and efficiency.
19 December 2014
5
PART 3. GENERAL OBJECTIVES OF THE POLICY
General objective 1: Protection of the financial interests of the EU  Non programme-based
and the reputation of its institutions by combating fraud,
corruption and any other illegal activities by means of efficient
investigations and coordination actions.
Impact indicator 1.1: Percentage of investigations closed with recommendations
Definition: In accordance with Article 11 of Regulation No 883/2013, on completion of an OLAF
investigation, a Final Report shall be drawn up giving an account of the findings established and the
conclusions of the investigation on the basis of which the Director-General may issue judicial,
financial, disciplinary or administrative recommendations for action to be taken by the competent
authorities of the Member States and/or responsible institutions, bodies, offices or agencies.
Source of data: OLAF’s Case Management System (CMS)
Baseline
Target
2012-2013
2015
At least 452%
January-October 2014: 58%
2013: 51%
2012: 32%
Impact indicator 1.2: Results from the monitoring of the implementation of OLAF’s
recommendations
Definition: OLAF collects information from its partners on the actions they have taken following
recommendations made by the Office. OLAF applies this as a general indicator to measure the valueadded of anti-fraud action; however, taking actions (including the recovery of funds and judicial or
disciplinary follow-up) following OLAF recommendations is the task of others (in particular EU
institutions and Member States authorities).
2.a. Financial recommendations => amount of recoveries (as 2 years’ moving average)
2.b. Judicial recommendations => rate of indictment
2.c. Disciplinary recommendations => rate of administrative enquiries initiated
Source of data: Annual reporting by OLAF’s partners and stakeholders
Baseline
2.a
2
Target
amount of recoveries (as 2 years’ moving A ratio of 2:1 or above between recoveries as a
In the MP 2014, the target for 2014 was “at least 40%”; the target for 2016 was “at least 50%.
6
average)
Ratio
Recoveries
Admin.
budget
2012
€ 94.5m
€ 57.4m
2013
€ 117m
€ 57.7m
1.84:1
result of OLAF’s investigations and OLAF’s
administrative budget
2.b
Rate of indictment following OLAF’s At least 50% for period 2006-2014
judicial recommendations 2006-2013:
54%
2.c
Rate of administrative enquiries initiated At least 75% for the period 2015-2017
by EU disciplinary authorities following
OLAF’s disciplinary recommendations
2012-2014: 70%
General objective 2: Protection of the financial interests of programme-based (Hercule, AFIS)
the European Union against fraud, in cooperation with  Non programme-based
relevant stakeholders, by providing policy tools and
support.
Impact indicator 2.1: Satisfaction by stakeholders with OLAF's support in the area of anti-fraud
policy
Definition: Level of satisfaction expressed by respondents, covering three categories of beneficiaries:
(i) users of AFIS IT-applications, Hercule-funded conferences and training events; (ii) beneficiaries of
Hercule-funded technical assistance; (iii) participants of conferences/training events organised by
OLAF as well as of the AFCOS annual meeting.
Source of data: Satisfaction surveys / feedback forms / evaluation forms
Baseline
Milestone
Target
2014
2017
2015
N/A – new indicator
Insert in all satisfaction
surveys / feedback forms /
evaluation forms one
standard question. Start
reporting in AAR on the
basis of responses received
during the year.
70% of respondents satisfied or very
satisfied (scale to be determined).
Planned evaluations: On the application of the Regulation 883/2013 (concerning investigations
conducted by the European Anti-Fraud Office) by October 2017.
7
PART 4. SPECIFIC OBJECTIVES FOR OPERATIONAL ABB ACTIVITIES
4.1.
ABB Activity: Fight against fraud
ABB activity: Fight against fraud
Financial resources
(€) in commitment appropriations
Operational
Administrative
Total
expenditure
expenditure
(managed by the
service)
57.746.000
Human resources
Establishment
plan posts
Estimates of
external
personnel
(in FTEs)
Total
337
54
391
57.746.000
4.1.1. Investigative and coordination activities
This section sets specific objectives, indicators and targets for the selection of cases to
be opened by OLAF, the conduct of investigations and coordination activities, as well as
the implementation of recommendations issued by OLAF as a result of its investigative
and coordination activities.
Before opening an investigation, OLAF assesses if the case falls within its competency to
act and establishes whether the information is sufficient to open an investigation or
coordination case. The decision to open an investigation or not, always takes into
account the principles of subsidiarity and proportionality, and the need for an efficient
use of the Office's resources. The decision further takes into account the Investigation
Policy Priorities (IPPs) of the Office (see Article 5 (1) Reg. 883/2013) setting out special
sectorial priorities. The IPPs are determined on the basis of a risk assessment. They do
not refer to any specific financial indicators but the financial impact is taken into
consideration as part of the proportionality principle.3 OLAF’s IPPs for 2015 are attached
to the present Management Plan as an annex.
For any opening decision, the IPPs need to be taken into consideration and applied with
the necessary degree of discretion. The opening and carrying out of an investigation is
done by OLAF in full independence without instructions from any government,
institution, body, office or agency.4
3
4
See also European Parliament (European Parliament Resolution of 3 July 2013 on the Annual Report
2011 on the protection of the EU's Financial Interests – Fight against fraud (A7-0197/2013 / P7-TA
(2013) 0318), paragraph 12).
See Article 17(3) of OLAF Regulation 883/2013.
8
Relevant general objective: Protection of the financial interests of the EU and the reputation of its
institutions by combating fraud, corruption and any other illegal activities by means of efficient
investigations and coordination actions.
Specific objective 1: Further improvement of the efficiency and effectiveness of  Non-spending
OLAF’s investigations and coordination actions
Speedy initial assessment of whether a case should be opened
Result indicator 1.1: Average duration of selections5
Source: CMS
Baseline
2013
2013: 1.8 months
Target
2015
No longer than 2 months.
2012: 1.4 months
Result indicator 1.2: Percentage of selections closed whose duration is no longer than 2 months
Source: CMS
Baseline
Target
2013
2015
2013: 77%
At least 75%
2012: 76%
Shorter (duration of) investigations
Result indicator 1.3: Average duration of investigations6
Source: CMS
Baseline
Milestone
2013
Target
2016
2015
2013: 17.5 months
No longer than 20 months.
No longer than 19 months.
2012: 17.3 months
5
6
Including both the items that resulted in an investigation or coordination case and those that did not.
This indicator does not include coordination cases.
9
Result indicator 1.4: Percentage of on-going investigations lasting more than 20 months (the milestone of
average duration of investigations for 2015)
Source: CMS
Baseline
Target
(2009-2013)7
2015
2009-2013: 32%
<30%
Main outputs in 2015:
Description
Indicator
Target
Introduction of a Single Speed of registration of incoming Implementation in 2015
Point
of
Entry,
a information and assignment of cases to
management tool for the selectors
efficient handling of
incoming information
4.1.2. Investigation support
The Investigation Support Directorate in OLAF provides specialised services to support
OLAF’s investigation and coordination activities.
The Directorate was restructured in January 2014 to reflect the need for a bettercoordinated action of OLAF's IT. In particular, specific emphasis has been put on future
IT needs with the creation of a unit dedicated to "Information Systems Development",
which is now reunited with the "Information Systems Infrastructure" unit in the same
Directorate.
Another unit monitors the efficiency, effectiveness and quality of the investigative
process. Data-gathering and analysis, forensic acquisition, as well as other relevant tools
and related technical assistance are provided from within this Directorate to OLAF
investigative units and competent authorities in the Member States. The remaining
units are responsible for legal advice, training and communication.
7
Baseline calculated as a five year average (2009-2013) with respect of an average duration of 20
months.
10
Relevant general objective: Protection of the financial interests of the EU and the reputation of its
institutions by combating fraud, corruption and any other illegal activities by means of efficient
investigations and coordination actions.
Specific objective 2: Provision of necessary training and tools to support OLAF's
investigative activities
 Non-spending
Train investigative staff
Result indicator 2.1: Percentage of investigative staff participating in investigative training in relation to
the total number of investigative staff
Source: Syslog
Baseline
Target
2014
2015
80%8
93%
Supply Information and Communication Technology (IT) tools
Result indicator 2.2: Internal users’ degree of satisfaction with IT infrastructure and services
Source: OLAF IT user satisfaction survey
Baseline
Target
2013
2015
97%9
At least 90%
Specific objective 3: Proactive engagement with external audiences and the media in order to comply
with legal obligations, raise awareness of OLAF activities and foster deterrence
Result Indicator 3.1: Timely replies to requests from the Ombudsman and the EDPS complaints10
Source: CMS/Unit C.4
Baseline
Target
January – October 2014
2015
100%
8
9
10
100% of replies within the timeframe foreseen by
the relevant Regulations
In 2013, the training needs were high, due to the 2012 reorganisation. Now that the operational
training sector has been created and has trained the staff on the new investigative procedures, the
target can be lowered.
OLAF IT user satisfaction survey 2013.
The requests included are individual complaints, requests by the EDPS and requests from the
Ombudsman.
11
Result Indicator 3.2: Timely replies to requests on access to documents and personal data11
Source: CMS/Unit C.4
Baseline
Target
January – October 2014
2015
98.5%
100% of replies within the timeframe foreseen by
the relevant Regulations
Result Indicator 3.3: Number of press materials issued in a year12
Source: OLAF website and other publications
Baseline
Target
January – October 2014
2015
27
15
Main outputs in 2015:
See Annex on Communication Strategy.
4.1.3. Fraud prevention and anti-fraud policy
OLAF is the lead service in the conception and development of a European Anti-Fraud
Policy. It deals with all phases of fraud prevention and detection, from the conception
of a policy, the implementation of existing and new policies, to the reporting on its
progress and effectiveness.
OLAF organises regular meetings of the Commission's Fraud Prevention and Detection
Network with the Commission services and executive agencies and actively supports
them in implementing the Commission's Anti-Fraud Strategy (CAFS). OLAF is also the
Commission service responsible for the coordination of the anti-fraud activities in
cooperation with Member States (in the framework of the Consultative Committee for
the fight against fraud – COCOLAF and its expert groups). The structure is also used to
exchange best practices among Member States.
Furthermore, OLAF Policy Directorate drafts new legislation, works with other
Commission services to implement sectorial anti-fraud strategies, build contacts with
the competent authorities in the EU Member States as well as with counterparts
outside the European Union, to support OLAF’s investigations and anti-fraud efforts. To
this end, in 2013 the Commission adopted a Communication on Stepping up the fight
11
12
The requests included are requests for access to documents, confirmatory applications for access to
documents and requests on personal data. The figures take into account holding replies for requests
falling under Regulation 1049/2001.
OLAF press releases and/or memos, news items, OLAF senior management speeches published on
OLAF website, and articles authored by OLAF senior management.
12
against cigarette smuggling and other forms of illicit trade in tobacco products and an
accompanying Action Plan.
The Annual Report to the Parliament and the Council adopted under Article 325(5) of
the Treaty on the Functioning of the European Union (TFEU) and prepared in
cooperation with Member States and the other Commission services, compiles the
measures adopted to counter fraud and other illegal activities detrimental to the EU
financial interests; describes the main results achieved at EU level; illustrates new
initiatives launched by the Commission; and sets recommendations for strengthening
the protection of the EU financial interests.
Specific objectives and corresponding indicators in the field of fraud prevention and
anti-fraud policy have been defined for three main areas:

Development of anti-fraud policy and legislation in particular by reinforced
engagement with the Member States;

Relations with external partners; and

Reduction of illicit trade in tobacco products.
Development of anti-fraud policy and legislation in particular by reinforced
engagement with the Member States
Relevant general objective: Protection of the financial interests of the European Union against fraud, in
cooperation with relevant stakeholders, by providing policy tools and support.
Specific objective 4: Protection of the financial interests of
 Non programme-based
the EU by developing anti-fraud policy and legislation
Result indicator 4.1: Number of Member States committed to developing a national anti-fraud strategy
with support from OLAF
Definition: Regarding the funds under "shared management", sectoral EU regulations for the programming
period 2014-2020 impose an obligation on the Member States to put in place effective and proportionate
anti-fraud measures taking into account the risks identified (e.g. for ESI Funds, Article 125.4 (c) of the
Regulation (EU) No 1303/2013). These anti-fraud measures should be ideally embedded in national
antifraud strategies. Although there is no legal obligation for MSs to develop such strategy, they were
encouraged to do so for an improved protection of EU funds.
Source: OLAF/D.2
Baseline
2014
Milestone
Target
2020
2017
3 MS
At least 6 MS
At least 15 MS
Result indicator 4.2: Number of Member States complying with obligations for reporting of fraudulent
irregularities13
13
Source: Programme Statement / DB 2015: Anti-Fraud Information System – see also Section 4.3, ABB
Activity: AFIS
13
Definition: Legal bases for the reporting are: Regulations 1681/94, 1831/94, 1848/2006, 1828/2006,
498/2007 and provisions under adoption for the new MMF 2014-2020.
Source: AFIS/IMS modules
Baseline
Milestone
Target
2013
2020
2016
Some Member States / Member States have been trained and All Member States comply with
Candidate Countries do not yet set up to use IMS new modules.
the reporting of fraudulent
fully
comply
with
their
irregularities.
reporting obligations.
Main outputs in 2015:
Description
PIF Directive
Indicator
Adoption
Target
Early 2015
Delegated and Implementing Proposals
for
delegated
acts following adoption of implementing acts
amendments to Regulation
515/97 (expected beginning of
2015)
and Within the deadlines foreseen
in the Regulation (once
adopted)
Delegated and implementing Adoption
acts laying down the reporting
provisions for all expenditure
fields
under
shared
management for the new MFF
(2014-2020)
1st quarter 2015
Annual Report (under Article Adoption by the Commission
325(5) of TFEU) by the
Commission to the EP and
Council on the Protection of the
EU’s financial interests
3rd quarter 2015
Relations with external partners
Relations with external partners such as EU institutions and agencies, the Supervisory
Committee of OLAF, the Member States as well as partners outside the EU are
important for OLAF. Maintaining a good relationship with these partners is key to
OLAF’s carrying out its mission.
Relevant general objective: Protection of the financial interests of the European Union against fraud, in
cooperation with relevant stakeholders, by providing policy tools and support.
Specific objective 5: Efficient relations with external partners
 Non programme-based
such as the EU institutions and agencies, OLAF’s Supervisory
Committee, the Member States and partners outside the EU so
that the overall strategy and activities of the Office are
reinforced and better understood
14
Result indicator 5.1: Number of newly established and revised administrative cooperation arrangements
(ACAs)
Definition: Administrative cooperation arrangements set out practical details for the cooperation between
OLAF and other entities, in particular in connection with investigations.
Source: OLAF/D.3
Baseline
Target
2014
2015
5
6
Main outputs in 2015:
Description
Indicator
Target
Establish
new
working Signature
arrangements with Europol
By the end of 2015
Revise working arrangements Signature
with
the
Supervisory
Committee
By the end of 2015
Organise Pilot Group meeting Meeting has taken place
with African partners
By the end of 2015
Organise meeting of COCOLAF
Meeting has taken place
By the end of 2015
COCOLAF Meeting has taken place
By the end of 2015
Organise AFCOS
subgroup meeting
Organise AFCOS seminar
AFCOS seminar has taken place
Report
on
the
key Publication of the Report
achievements of the Office in
the OLAF Report 2014
By the end of 2015
May 2015
Reduction of illicit trade in tobacco products
It is estimated that the smuggling of tobacco products costs the EU and Member States
annual losses of around EUR 10 billion a year in lost revenue from customs duties and
taxes. The Commission presented in June 2013 a strategy paper on how to step up the
fight against cigarette smuggling. This Strategy was accompanied by an Action Plan
setting out a number of regulatory and other initiatives which would contribute to
reducing the illicit trade in tobacco products. These documents were largely endorsed
by the Council in December 2013. At this moment, many of the Commission's activities
in this field are in fact related to the implementation of the Strategy and the Action
Plan.
15
Relevant general objective: Protection of the financial interests of the European Union against fraud, in
cooperation with relevant stakeholders, by providing policy tools and support.
Specific objective 6: Reduction of illicit trade in tobacco
 Non-spending
products
Result indicator 6.1: Implementation of the Strategy to step of the fight against cigarette smuggling and
other forms of illicit trade in tobacco products and its Action Plan
Definition: The Action Plan contains 50 actions that must be completed either by a certain date, or in the
“short”, “mid-“ or “long-term”.
Source: COM (2013) 324 final, SWD (2013) 193 final
Baseline
Milestone
Target
2013
2016
2015
Council adopted Conclusions Implementation of the actions Initiation, and to the extent possible
concerning the Communication planned for 2015 in the Action completion, of actions in accordance
Plan.
with the Action Plan by mid-2016.
in December 2013.
Result indicator 6.2: Increased coverage and use of IT tools to draw statistical information relating to
illicit trade in cigarettes
Definition: Expand coverage and use of IT tools on the illicit trade in cigarettes in order to promote use of
IT applications by MS and OLAF and improve the availability of reliable statistics.
Source: ToSMA, CigINFO
Baseline
Milestone
Target
2014
2016
2015
ToSMA was launched in 2014.
CigINFO:
Number of entries: <2000
Coverage of more than half of Coverage of all qualifying seizures in
the qualifying seizures in ToSMA (100%).
ToSMA.
Increase number of entries in Increase number of entries in CigINFO
CigINFO by 5%.
by another 5%.
Main outputs in 2015:
Description
Indicator
Target
3rd quarter 2015 (FCTC Protocol
Conclusion Decision)
Commission proposals for the Adoption
Council Decisions necessary to
conclude the FCTC-Protocol by
the EU and its Member States14.
Workshop to promote accession Workshop organised with at 4th quarter 2015
to the FCTC Protocol in the least 10 countries
Middle East and Central Asia
OLAF to assess the existing anti- Assessment completed
contraband and anti-counterfeit
14
2nd quarter 2015
Associated legislative proposals to amend the acquis as necessary to be adopted in 2016.
16
agreement set to expire in 2016
Eurobarometer Survey on public Survey conducted
awareness about the effects of
cigarette smuggling
By the end of 2015
Organise at least one joint JCO completed
customs
operation
(JCO),
focusing on tobacco products.
4th quarter 2015
A new laboratory facility for the Facility established.
New laboratory facility up and running
analysis of seized cigarettes is
by the end of 2015.
Beginning
of
analysis
of
established
seizures in new laboratory.
4.2
ABB activity: Promoting activities in the field of the protection of the
European Union's financial interests (Hercule III)
The general objective of the Hercule III Programme “shall be to protect the financial
interests of the Union thus enhancing the competitiveness of the Union’s economy and
ensuring the protection of the taxpayers’ money”15. The specific objective of the
Programme “shall be to prevent and combat fraud, corruption and any other illegal
activities affecting the financial interests of the Union” 16. The specific objective shall be
measured through the four key performance indicators that are further elaborated
below. The operational objectives17 of the Programme are:
 to improve the prevention and investigation of fraud and other illegal activities
beyond its currently reached levels by enhancing transnational and multidisciplinary cooperation;
 to increase the protection of the financial interests of the Union against fraud,
facilitating the exchange of information, experiences and best practices,
including staff exchanges;
 to strengthen the fight against fraud and other illegal activities providing
technical and operational support to national investigation, and in particular
customs and law enforcement, authorities;
 to limit the exposure of the financial interests of the Union to fraud, corruption,
and other illegal activities compared to the level of exposure known today with
a view to reducing the development of an illegal economy in key risk areas such
as organised fraud, including cigarette smuggling and counterfeiting;
15
Article 3 of Regulation 250/2014 of 26 February 2014, OJ L 84 of 20 March 2014.
Article 4 of Regulation 250/2014.
17
Article 5 of Regulation 250/2014.
16
17
 to enhance the degree of development of the specific legal and judicial
protection of the financial interests against fraud by promoting comparative law
analysis.
Actions under the Programme are aimed at the fight against cigarette smuggling and
counterfeiting; an increased transnational cooperation and coordination at the Union
level, between Member States' authorities, the Commission and OLAF (in particular to
the effectiveness and efficiency of cross-border operations); as well as the provision of
joint specialised training for staff of national and regional administrations and to other
stakeholders.
The programme creates savings deriving from the collective procurement of databases
to be used by the stakeholders and from specialised training, such as digital forensics
trainings for law enforcement staff.
ABB activity: Promoting activities in the field of the protection of the European Union's financial interests
(Hercule III)
Financial resources
(€) in commitment appropriations
Operational
Administrative
Total
expenditure
expenditure(managed
by the
service)
14 067 100
Human resources
Establishment
plan posts
Estimates of
external
personnel (in
FTEs)
Total
7
1
8
14 067 100
Relevant general objective: Protection of the financial interests of the European Union against fraud, in
cooperation with relevant stakeholders, by providing policy tools and support.
Relevant general objective in the legal basis / Programme Statement: To protect the financial interest of
the Union thus enhancing the competitiveness of the European economy and ensuring the protection of
the taxpayers’ money.
Specific objective 7: To prevent and combat fraud, corruption  Spending programme
and any other illegal activities affecting the Union's financial
interests
Result indicator 7.1: The number of cigarettes in the EU that were seized using equipment purchased
under the Hercule III actions, expressed as percentage of the overall number of cigarettes seized within
the Member States.
Source: Final technical and implementation reports of beneficiaries and notifications sent by Member
States to OLAF on cigarette seizures.
Baseline
Milestone
Target
2013
2020
2014
2017
18
N/A
1%
3%
5%
Mid-term result: < 018
Result indicator 7.2: The added value and effective use of co-financed technical equipment, expressed by
the users of the equipment in their final technical report and final implementation report of the action
(percentage users that considered the use of Hercule funded equipment added value to their activities).
Source: Final technical and implementation reports of beneficiaries
Baseline
Milestone
Target
2013
2020
2014
2017
N/A
Baselines, milestones and targets for this indicator can only be provided once the Member
States’ beneficiaries start reporting on the results under Article 13(3) of the Hercule III
Regulation. Sufficient data for this indicator is expected to be available in 2017.
Result indicator 7.3: The exchange of information among Member States on the results achieved with
the technical material.
Source: Final technical and implementation reports of beneficiaries on the action
Baseline
Milestone
Target
2013
2020
2014
2017
N/A
Baselines, milestones and targets for this indicator can only be provided once the Member
States’ beneficiaries start reporting on the results under Article 13(3) of the Hercule III
Regulation. Sufficient data for this indicator is expected to be available in 2017.
Result indicator 7.4: The number and type of training activities funded under the Hercule III programme,
including specialised training, and the satisfaction rate as expressed by the participants.
Source: Final technical and implementation reports of beneficiaries
Baseline
Target
2013
2015
15
15
60% satisfaction rate
67% satisfaction rate
18
Regulation (EU) No 250/2014 of the European Parliament and of the Council establishing a programme to
promote activities in the field of the protection of the financial interests of the EU (Hercule III programme)
entered into force on 21 March 2014. The Financing Decision adopting the Annual Work Programme 2014 for
the implementation of the Hercule III Programme was adopted on 26 May 2014 (C(2014)3391). The award of
most of the grants is expected to take place in the beginning of 2015, due to the large number of applications
that were received and budgetary constraints as the result of a lack of payment appropriations. Information on
seizures made with equipment funded under the previous programme gradually becomes available, but is still
incomplete and insufficient to derive a reliable and representative indicator.
19
Main outputs in 2015
Description
Indicator
Target
Technical
Assistance number
(incl. IT support)
2019
Fraud
awareness number
trainings, conferences
and studies
1520
Planned evaluations: Mid-term evaluation of Hercule III is required under Article 13(2)(a) of
Regulation 250/2014 for the end of 2017.
4.3.
ABB Activity: Anti-fraud information system (AFIS)
AFIS is an umbrella term for a set of anti-fraud IT applications operated by the European
Commission (OLAF) which create contacts with the competent authorities in the
Member States. These ensure the timely and secure exchange of fraud-related
information between national and EU competent administrations. The AFIS Project
encompasses two major areas: Mutual Assistance in Customs Matters and Irregularities
Management.
AFIS supports Mutual Assistance in Customs Matters with the secure real-time
information exchange system V-OCU (Virtual Operations Coordination Unit) used for
Joint Customs Operations; secure web mail (MAB-Mail), specific information exchange
modules and databases like MAB (Mutual Assistance Broker), CIS (Customs Information
System) and FIDE (Customs Investigation Files Identification Database); and analysis
tools like A-TIS (Anti-Fraud Transit Information System).
The legal basis for AFIS' support of Mutual Assistance in Customs Matters is Council
Regulation (EC) No 515/97 which is currently being reformed. The following indicators
and outputs are based on the proposal of the European Commission for an amended
Regulation. They have to be reviewed and revised once the amended Regulation is
19
See previous footnote: the first Calls for Proposals were launched in the third week of June following
the adoption of the Financing Decision 2014 for the Hercule III Programme.
20
Idem. Under Hercule III, a limited number of Conferences and trainings could be procured and
contracts for these events were concluded between the Commission and the organisers of the
events. Information for the indicators, such as the percentage of satisfied participants, will only
become available once the final reports will be transmitted to the Commission and after the
Commission's services have been able to examine the final results.
20
adopted. AFIS also facilitates secure electronic communications tools for the Member
States to fulfil their obligation to report irregularities detected in agricultural, structural,
cohesion and fisheries funds as well as pre-accession aid. The IMS (Irregularities
Management System) provides a secure electronic tool for the reporting, management
and analysis of irregularities.
The AFIS Portal is a single and common infrastructure for the delivery of the abovementioned services to more than 8 000 registered end-users in more than 1 200
competent services from Member States, partner third countries, international
organisations, Commission services and other EU Institutions. The AFIS Portal enables
substantial economies of scale and synergies in the development, maintenance and
operations of such a wide and diverse set of IT services and tools.
AFIS also provides the IT platform for Joint Customs Operations (JCOs). In 2014, 4 JCOs
were carried out. Those led, inter alia, to 34 cases opened by Member States and
5 cases opened by OLAF.
ABB activity: Anti-fraud information system (AFIS)
Financial resources
(€) in commitment appropriations
Operational
Administrative
Total
expenditure
expenditure
(managed by
the service)
6 921 700
Human resources
Establishment
plan posts
6 921 700
3
Estimates of
external
personnel (in
FTEs)
Total
3
Relevant general objective in the Management Plan: Protection of the financial interests of the European
Union against fraud, in cooperation with relevant stakeholders, by providing policy tools and support.
Relevant general objective in the Programme Statement: To protect the financial interest of the Union
thus enhancing the competitiveness of the European economy and ensuring the protection of the
taxpayers’ money.
Specific objective 8: To support Mutual Assistance in Customs Matters  Spending programme
through the provision of secure information exchange tools for Joint
Operations and specific Customs anti-fraud information exchange
modules and databases such as the Customs Information System
Result indicator 8.1: Number of active customs fraud cases for which information is available in the
Mutual Assistance databases
Source: Council Regulation (EC) No 515/97 amended by Council Regulation (EC) No 766/2008, Regulation on
mutual assistance between the administrative authorities of the Member States and cooperation between
the latter and the Commission to ensure the correct application of the law on customs and agricultural
matters, Council Decision 2009/917/JHA, Decision on the use of information technology for customs
purposes
Baseline
Milestone
Target
2013
2020
21
6 000
2015
2017
12 000
20 000
30 000
Result indicator 8.2: Number of Joint Customs Operations (JCOs) (including EU wide and regional
operations) supported/year
Source: Council Regulation (EC) No 515/97 amended by Council Regulation (EC) No 766/2008, Regulation on
mutual assistance between the administrative authorities of the Member States and cooperation between
the latter and the Commission to ensure the correct application of the law on customs and agricultural
matters, Council Decision 2009/917/JHA, Decision on the use of information technology for customs
purposes
Baseline
Target
2013
2020
4 JCOs
At least 4 JCOs
Result indicator 8.3: Coverage of A-TIS (Anti-fraud transit information system)
Source: Council Regulation (EC) No 515/97 amended by Council Regulation (EC) No 766/2008, Regulation on
mutual assistance between the administrative authorities of the Member States and cooperation between
the latter and the Commission to ensure the correct application of the law on customs and agricultural
matters, Council Decision 2009/917/JHA, Decision on the use of information technology for customs
purposes
Baseline
Milestone
Target
2013
2020
At the end of 2013, A-TIS
held 16.5 million transit
declarations
(600
000/month) covering 70%
of the transit regime
2015
2017
Entry into force
of the reform of
Regulation
515/97
New repository
of import
declarations
developed
A-TIS to cover 100% of transit
declarations
Main outputs in 2015
description
Reform
515/97
of
indicator
target
Regulation Adoption by co-legislators
entry into force
22
and 1st quarter 2015 (expected)
Specific objective 9: To facilitate secure electronic  Spending programme
communication tools for the Member States to fulfil their
obligation to report irregularities detected in agricultural,
structural, cohesion and fisheries funds as well as preaccession aid
Result indicator 9.1: Availability of new irregularities reporting modules for the 2014-2020 period21
Source: Regulations 1681/94, 1831/94, 1848/2006, 1828/2006, 498/2007 and provisions under adoption
for the new MMF 2014-2020, Council Decision 2009/917/JHA, Decision on the use of information
technology for customs purposes
Baseline
Target
2013
2015
Development of new single harmonised module IMS system fully operational in all Member States and
was on-going.
candidate countries with reporting and analysis tools.
Main outputs in 2015
Description
IMS Communication
21
Indicator
Number
Target
22 500
The indicator on the “Number of Member States complying with obligations for reporting of fraudulent
irregularities” can be found under section 4.1.3 of this management plan.
23
PART 5. HORIZONTAL ACTIVITIES
ABB activity: Management of the European Anti-Fraud Office
Financial resources
(€) in commitment appropriations
Operational
Administrative
Total
expenditure
expenditure
(managed by
the service)
Human resources
Establishment
plan posts
Estimates of
external
personnel (in
FTEs)
Total
31
6
37
5.1 Human resource management
HR Strategic Plan
OLAF adopted its first HR Strategic Plan in July 2014. It identifies the main HR challenges
and the actions to put in place by 2016.
OLAF’s role in gaining and maintaining public trust in the European Union’s capacity to
protect taxpayers’ money from fraudsters is essential. OLAF’s current structure reflects
a clear focus on core investigative tasks and anti-fraud policy; the overhead is limited to
a minimum. Any further reduction would have a negative impact on the core activities.
Within the context of staff cuts applicable to the Commission services, OLAF is facing
difficulties to cope with the increasing amount of incoming information and the number
of investigations to open.
Due to the ageing population and the termination of many temporary agent contracts,
OLAF will face an important loss of expertise in the near future. It will be hardly
compensated by internal mobility within the Commission services as OLAF is looking for
very specific profiles. Investigative Units find it more and more difficult to recruit
suitable candidates matching OLAF’s job requirements. In addition, the available list of
competition laureates does not cover OLAF needs anymore. Therefore, it is a matter of
utmost importance to organise external AD competitions for fraud investigators.
OLAF will continue to invest in the professionalisation of OLAF staff and in continuous
learning and training.
In the current situation of staff reduction, sick leave represents a loss of workforce
which requires special attention. Several actions are foreseen in OLAF’s HR Strategic
Plan to monitor absences.
OLAF’s population is gender unbalanced. Some actions have been taken to tackle
women underrepresentation in OLAF’s middle management positions which led to an
increase of 11% by the end of 2013 and to 30% in 2014. Nevertheless, AD female
24
population is still underrepresented and dedicated actions have been proposed in
OLAF’s HR Strategic Plan to improve the situation by 2016.
OLAF offers good working conditions to staff. Following the outcome of two staff
surveys, the teleworking procedure has been revised. Teleworking requests are
assessed by the line managers against the compatibility with the needs of the service.
Managers are required to closely monitor the outputs delivered during teleworking
days.
The staff surveys have pointed out the need to improve internal communication.
Regular lunchtime debates are organised and guidelines on different topics are being
developed within OLAF.
Specific objective 10: Effective HR services to promote a high performing, balanced and stimulating
working environment for all staff
Result indicator 10.1: Vacancy rate
Definition: Vacancies measure the capacity to use the job quotas allocated to the DGs. The following figures
represent the percentage of unused job quotas and vacant posts (frozen job quotas included) on the first
calendar day of the month in relation to the total available job quota of the DG (both operational and
special job quotas and loans in all establishment plans).
Source: Sysper – HR Dashboard – November 2014
Baseline
Target
(November 2014)
2015
OLAF : 4,7% (COMMISSION: 7.8%)
Equal or lower than the Commission average at the
end of 2015
Result indicator 10.2: Female representation in Senior and Middle Management and non-management
Administrators
Source: Sysper – HR Dashboard – November 2014 - Officials only (excluding temporary agents) in activity.
Baseline
November 2014
Target
2015
Situation in OLAF:
Senior management : 75%
Middle Management : 30%
AD non-management : 35.9%
Increase female representation in AD nonmanagement22
COM AD non-management target: 43 % - not achieved yet.
Result indicator 10.3: Sick leave rate
Definition: The annual sick leave rate, based on 365 days, is computed for officials, temporary agents and
contract staff and includes the following types of absences: with and without medical certificate, medical
visit outside place of employment, mandatory leave on health grounds and medical part time. It is
calculated by dividing the number of sick leave days by the number of assignment days.
22
Commission targets for 2015 have not been defined yet. Further alignment to 2014 targets as set out
in the Equal Opportunities Strategy of the European Commission (which does not set targets at DG
level for Senior Management and other AD staff).
25
Source: Sysper – HR Dashboard – November 2014
Baseline
First 6 months of 2014
OLAF: 5.1%
COMMISSION: 4.3%
Target
2015
Equal to or lower than the Commission average at the
end of 2015
Result indicator 10.4: Staff engagement index
Definition: Average of positive responses to 7 questions of DG HR annual staff survey
Source: DG HR Annual Staff Survey
Baseline
Target
2014
2015
Commission’s staff engagement index in 2013 DG Close to Commission average
HR Staff Survey: 70.9%
OLAF’s staff engagement index in 2013 DG HR
Staff Survey: 64%23
Result indicator 10.5: Local Overheads
Definition: This indicator shows the proportion of jobs categorised as local overheads (with adjustments for
inter-service contributions) in the Screening process. Overheads refer to administrative support (HR,
document management, IT, logistics, etc.) and coordination (communication, publication, etc.) functions.
Source: Annual Screening Exercise
Baseline
Target
Screening Exercise 2014
2015
OLAF : 8.6%
DG Family : 9.8%
Maintain overhead rate at equal or below DG Family
average
5.2 Sound financial management / legality and regularity of transactions
Specific objective 11: The resources of DG OLAF are managed according to the
principle of sound financial management and its underlying transactions are
legal and regular.
 Non-spending
Result indicator 11.1: Percentage of budget execution (commitments) with respect to budget
appropriations
Source: ABAC budget system
Baseline
Target
Budgetary year 2014
99,85%%
> 98%
Result indicator 11.2: Percentage of payments handled within the time limit (art. 92§1).
Source: ABAC budget system
23
41% of OLAF staff participated in the 2013 DG HR Survey.
26
Baseline
Budgetary year 2014
Target
87,80%
>90%
5.3 Management of information and communication technologies (ICT)
OLAF IT strategy
The mission of OLAF’s units dealing with IT is to provide users with a modern, efficient,
high-performing information technology and communications infrastructure. Special
attention is given to security aspects and to the development of information systems in
support of the mission of the Office24.
To support the investigation process as well as the general work of the Office, several
complex IT systems are being maintained and developed in OLAF by different units.
These units have six main areas of activity: investigation workflow management, IT
infrastructure, logical and physical security, software development and maintenance,
user support, and operational analysis and digital forensics. Furthermore, the units are
responsible for the management of IT contracts and the life cycle of IT assets.
To support OLAF's overall business objectives, the units dealing with IT have the
following objectives:
Short term objectives (2015 -2016)
 Improve OLAF's Management Information Systems
Improve the provision of accurate/timely management information required for the
daily management of active investigations, and to provide senior management with
the relevant information to make sound strategic decisions. The primary IT tool used
today is the Case Management System (CMS), to be replaced by the future OLAF
Content Management (OCM) System.
 Develop and deploy OCM
OCM will be a comprehensive tool developed to support OLAF investigative
processes in an optimal manner. It is based on Documentum and xCP and will cover
the document and case management needs of the office.
 Provide the tools for secure and efficient conduct of investigations
Provide IT equipment and systems to enable efficient and secure investigation of
fraud and other illegal activities by OLAF. This objective is achieved through the use
of specialised systems to identify potential fraud, monitor investigations, assist OLAF
investigators on the examination of possible electronic evidence and further on the
implementation of an appropriate level of security (e.g. through the Core Business
24
See Part 1.
27
Information Systems (CBIS)) to ensure sensitive information is not compromised in
any way.

Operational Analysis and Digital Forensics
Implement and support IT systems and tools that help OLAF in improving its
operational analysis capacity to identify fraudulent practices and activities. This often
involves the acquisition and/or collection of potential evidence from digital devices in
a forensically sound manner, both during on-the-spot checks of economic operators
and/or inspection of premises of EU institutions. It also involves the analysis of data
from different sources (e.g. in collaboration with other DGs) within limits of
national/EU laws. The support for operational analysis is a key factor in achieving
OLAF's mission of combating fraud, improving existing detection and prevention
policies or developing new methods of addressing newly identified risks or modus
operandi.
Medium term objectives (2017-2018)

Improve cooperation with External Partners
Improve the sharing of information, where possible (e.g. in compliance with data
protection rules), via secure communication channels with other organisations and
EU institutions, such as Interpol, United Nations, etc. Special attention will be given
to improving cooperation with Europol and Eurojust. The improved sharing of
information is an essential factor in achieving OLAF's primary objectives of identifying
and investigating fraudulent/illegal activities. Such cooperation comprises further the
fields of digital forensics and operational analysis as it concerns aligning technical
standards through provision of trainings and exchange of working methods.

Provide the tools for EU Citizens to get in contact with OLAF
Provide the tools/mechanisms for EU citizens to contact OLAF with their concerns,
and information on potential fraudulent activity via the Fraud Notification System
(FNS).

Support the European Commission's Fraud Prevention Policy
Support the creation, development and improvement of the European Commission's
anti-fraud policies through leveraging the information already held in OLAF systems.
A specific module to support fraud prevention policies has already been
implemented and will be updated as needed.
Long term objectives

Improve efficiency of the internal administration
Improve the efficiency of internal administrative activities so that most of the time
and effort of OLAF staff can be spent directly on achieving the primary DG objectives.
The aim of the IT is to improve the efficiency of administrative activities through
initiatives such as the use of electronic workflows.

Improve the maturity of the organisation
Improve the delivery of IT solutions to OLAF users through achieving a greater level
of maturity within the organisation. This includes the implementation of the relevant
EU and internationally recognised standards within the organisation as well as
continuous improvement of the key processes.
28
5.4 Document management
Specific objective 12: Put in place and maintain an effective document management system
so that any document connected with OLAF’s official functions can be electronically filed,
stored and retrieved at any time irrespective of its original form and the document
management system in place
Result indicator 12.1: Percentage of incoming case related documents registered within 48
hours
Source: ThOR
Baseline
Target
2014
2015
At least 90%25
94.3%
5.5 Internal Audit
The internal audit function is currently undergoing a reorganisation in the Commission.
Defining an appropriate objective with indicators was therefore not possible at the time
of preparing the current Management Plan.
5.6 Internal control and risk management
Specific objective 13: Effective and reliable internal control system to ensure that
1) reasonable assurance can be given that resources assigned are used according to the
principles of sound financial management, 2) risk of errors in operations is minimised and 3)
the control procedures put in place give the necessary guarantees concerning the legality and
the regularity of the underlying transactions.
Result indicator 13.1: Percentage of internal audit recommendations implemented without
being overdue for more than 12 months
Source:
Baseline
Target
2014
2015
100%
100%
Result indicator 13.2: Degree of implementation of mitigating measures for critical risks
Source:
Baseline
Target
2014
2015
50%
25
100%
Resources available for document management will diminish in 2015.
29
5.7 Anti-fraud
OLAF’s anti-fraud strategy was endorsed in December 201326 and made available to
staff on the intranet. OLAF’s Ethics Guide was endorsed in April 201427] and made
available to staff on the intranet.
Specific objective 14: Minimisation of the risk of fraud in OLAF through application of
effective anti-fraud measures based on the DG's anti-fraud strategy (AFS), aimed at the
prevention, detection and reparation of fraud, and their integration in all activities of the
DG.
Result indicator 14.2 : Regular monitoring of the implementation of the anti-fraud strategy
(AFS) and reporting on its result to management
Source: OLAF Anti-Fraud Strategy
Baseline
Target
2014
The implementation of the AFS action Internal review of the implementation of the
plan was presented to OLAF’s senior Anti-Fraud strategy once per year.
management on 28 November 2014.
Result indicator 14.3: Updated anti-fraud strategy of DG OLAF. Source: OLAF Anti-Fraud
Strategy
Baseline
Target
2014
The AFS was reviewed by OLAF’s senior Internal review of whether there is a need for an
management on 28 November 2014.
update once per year.
Result indicator 14.4: Staff is informed on the content of the DG's anti-fraud strategy,
especially concerning the risk of fraud among staff involved in the management of OLAF
funds and on OLAF’s Ethics Guide.
Definition: From the action plan attached to OLAF’s anti-fraud strategy two indicators have
been developed.
Source: OLAF Anti-Fraud Strategy
Baseline
Target
2014
2015
The ICC met the financial actors at Promote awareness on risks of fraud amongst financial
least once a month.
actors involved in the management of OLAF funds
26
27
Ares (2013) 3767698
Ares(2014)2388845
30
The ICC to meet the financial actors (unit O2) at least
once a month to discuss the issues related to financial
management.
The first training session on Ethics At least 4 training sessions will be organised per year
was given in November 2014.
on Ethics.
Two reminders have been posted on Regular reminders on issues related to Ethics will be
intranet on the applicable rules on posted on the intranet (at least twice a year).
spouse’s
gainful
employment
declaration and use of Commission
ICT.
3 presentations on Ethics were given A dedicated presentation on Ethics is given during the
to newcomers.
welcome session of newcomers.
Examples of specific efforts to improve economy and efficiency of financial and nonfinancial activities
In its HR strategy plan OLAF included actions aimed at better monitoring the vacancy
rate. This should enable OLAF to strengthen its workforce by reducing the vacancy
duration of a post.
In order to speed up the registration of incoming information and the assignment of
cases to selectors OLAF intends to introduce a Single Point of Entry system as a new
management tool.
31
ANNEX 1. COMMUNICATION STRATEGY
Summary of the OLAF Communication strategy
1. Policy and operational context
In times of budgetary constraints for the EU, explaining to the public that OLAF protects
the EU's financial interests is a key priority. OLAF can contribute to maintaining a high
reputation for the EU Institutions. For these reasons it is important for OLAF to
strengthen its communication efforts and reach out to a broad spectrum of audiences,
as well as to increase the cooperation with its external partners. Our communication
actions will be geared towards showing our target audiences how OLAF can contribute
to a sound financial administration of the EU budget and why a policy of zero tolerance
to fraud is essential. Such communication activities will also contribute to fraud
prevention and deterrence.
We aim to strengthen the synergies between our internal and external communication,
enabling us to better tailor our external communication tools and activities to our
internal priorities and needs. Consequently, we intend to foster our proactive
engagement with other EU institutions, Member States and Third Country authorities
and other partners. The mentioned synergies should, furthermore, enable us to
improve our internal communication, thereby tackling another main priority for this
year’s communication strategy. This shall also be achieved through making the most of
the use of the internal communication channels and collaboration within our networks,
such as the Fraud Prevention and Detection Network (FPDNet), the Anti-Fraud
Communicator's Network (OAFCN), the Anti-Fraud Coordination Service (AFCOS) and
the Consultative Committee for the Coordination of the Fight Against Fraud (COCOLAF).
2. Target audiences
OLAF reaches out to citizens through EU and national-based media, an up-dated
website and participation in public events such as the annual Open Day organised by
the European Commission. It also maintains a fruitful dialogue with all the EU
Institutions, EU and national public authorities, other enforcement agencies and
partners. In particular, our dialogue with OLAF partners can help raise awareness of
OLAF activities at national level.
3. External communication objectives

Reaching a broad spectrum of audiences to raise awareness of OLAF's competences
and activities;

Proactive engagement with the media/external audiences in order to raise
awareness of OLAF activities and foster fraud deterrence;

Proactively engaging and encouraging cooperation between OLAF and other EU
institutions, Member States and Third Country authorities, Permanent
Representations and EU Delegations, as well as other partners, in order to provide
up-dated information and raise trust level;
32

Raising awareness of OLAF's role and tasks whilst giving OLAF staff the possibility to
improve their knowledge and skills;

Increasing awareness amongst selected audiences about OLAF's role and tasks
through new communication materials, including social media and audio-visual
tools.
4. Internal communication objectives

Raising awareness of OLAF's role and tasks whilst giving OLAF staff the possibility to
improve their knowledge and skills;

Building commitment and involving staff in the DG's and the Commission's mission
and objectives;

Enabling cooperation and increasing efficiency within OLAF;

Enabling OLAF colleagues to be effective ambassadors of the office in order to
contribute to the positive image of OLAF.
5. Main actions and activities

Audiovisual production and dissemination

Social Media Activities

Press Outreach

Dissemination of knowledge

Visits

Development of events and seminars (internal and external)

Dissemination of publication and communication materials

Improvements to and further development of web-content (internal and external)

Improved internal communication channels to further develop activities and share
information

Participation in the EC Open Day
33
ANNEX 2. THE 2015 INVESTIGATION POLICY PRIORITIES (IPPS) OF THE OFFICE
To be added in January 2015.
34