2019年翻译资格考试中级笔译练习题：SOL清洁公司
来源 :中华考试网 2019-01-23
中2019年翻译资格考试中级笔译练习题：SOL清洁公司
汉译英
SOL清洁公司是欧洲北部最令人向往的公司之一，走进它的总部SOL城，你会感觉到就像走进了一个商业广场。它坐落在赫尔辛基市(芬兰首都)中心一家翻新过的电影制片厂里，里面色彩绚烂，气氛喧闹，彰显着非凡的创造力。
墙壁刷上了明亮的色彩，白色和黄色;员工在大厅里来去行走，不时用黄色的手提电话交谈。丽莎·乔洛南11年前在家族拥有的150年工业帝国的基础上开发了SOL清洁服务。SOL的竞争公式有五个关键成分。
很少人会梦想成为一个清洁工。但是，这并不意味着清洁工不能在工作中找到满足。乔洛南认为，满足的关键是乐趣和个人自由。SOL的清洁工穿着红色和黄色的连身衣裤，强化了公司的乐观形象。
SOL的标志是一张黄色快乐的脸，它出现在所有的东西上，从鲜艳的外套到公司的预算报告。自由意味着废除所有企业传统文化中所拥有的条条框框：在SOL没有头衔或秘书，没有个人办公室或工作时间表。公司取消了所有的特权和身份符号。
SOL的培训计划包括七个模板，每个历时四个月，最后是严格的考试。当然，擦桌子或洗地毯的方法毕竟是有限的几种，这就是为什么SOL的员工也要学习时间管理，编制预算和人际交往的原因。
许多公司都谈论下放责任和权力。而在SOL，它是一种生活方式。公司有实权的员工是135名管理员，每个管理员带领一个不超过50名清洁工的团队。这些管理员与自己的团队一起工作，制定团队的预算，安排招聘，与客户碳交易。
丽莎·乔洛南相信自主性，但她也关注责任感。SOL时分注重业绩评估。并频繁地、大张旗鼓地进行评估，其中重点关注客户满意度。例如，每次SOL签订合同前，销售人员与团队人员一起到要进行清洁工作的新顾客的现场。
他们共同设定清洁的标准。然后，每个月客户根据这些标准来评价团队的表现。乔洛南说：“我们越是要让员工摆脱规则，就越需要良好的衡量标准。”
在SOL，笔记本电脑和手机是所有管理员的标准装备。这些设备可以让他们到任何地点做他们想做的工作。在办公室内，几乎没有存放纸张的地方。因此，公司是在内联网上储存所有重要的预算文件和业绩报告以及培训计划、活动安排和公司新闻。
参考译文
A headquarters with a difference Walk into SOL City, headquarters of one of northern Europe's most admired companies, and it feels like you've entered a business playground. Located in a renovated film studio in the heart of Helsinki, the office explodes with colour, creativity and chaos.
The walls are bright red, white and yellow; the employees wander the halls talking on yellow portable phones. Liisa Joronen developed SOL Cleaning Service 11 years ago, out of a 150-year-old industrial empire owned by her family. SOL's competitive formula has five key ingredients.
Few people dream about becoming a cleaner. But that doesn't mean cleaners can't find satisfaction in their work. The keys to satisfaction, Joronen believes, are fun and individual freedom. Its cleaners wear red-and yellow jumpsuits that reinforce the company's upbeat image.
SOL's logo, a yellow happy face, is on everything from her blazer to the company's budget reports. Freedom means abolishing all the rules and regulations of conventional corporate life, (here are no titles or secretaries at SOL, no individual offices or set hours of work. The company has eliminated all perks and status.
Symbols SOL's training programme consists of seven modules each of which lasts four months and ends with a rigorous exam. Of course, there are a limited number of ways to polish a table or shampoo a carpet. That's why SOL employees also study time management, budgeting and people skills.
Lots of companies talk about decentralising responsibility and authority. At SOL it's a way of life. The real power players of the company are its 135 supervisors, each of whom leads a team of up to 50 cleaners. These supervisors work with their teams to create their own budgets, do their own hiring and negotiate their own deals with customers.
Liisa Joronen believes in autonomy, but she's also keen on accountability. SOL is fanatical about measuring performance. It does so frequently and visibly, and focuses on customer satisfaction. Every time SOL lands a contract, for example, the salesperson works at the new customer's site alongside the team that will do the cleaning in the future.
Together they establish performance benchmarks. Then, every month, the customer rates the team's performance based on those benchmarks. 'The more we free our people from rules,' Joronen says, 'the more we need good measurements.'
Laptops and cell-phones are standard equipment for all supervisors at SOL, freeing them to work where they want, how they want. Inside the offices there's almost no room for paper. So the company stores all critical budget documents and performance reports on its Intranet, along with training schedules, upcoming events and company news.
