2019年翻譯資格考試中級筆譯練習題：SOL清潔公司
漢譯英
SOL清潔公司是歐洲北部最令人向往的公司之一，走進它的總部SOL城，你會感覺到就像走進了一個商業(yè)廣場。它坐落在赫爾辛基市(芬蘭首都)中心一家翻新過的電影制片廠里，里面色彩絢爛，氣氛喧鬧，彰顯著非凡的創(chuàng)造力。
墻壁刷上了明亮的色彩，白色和黃色;員工在大廳里來去行走，不時用黃色的手提電話交談。麗莎·喬洛南11年前在家族擁有的150年工業(yè)帝國的基礎上開發(fā)了SOL清潔服務。SOL的競爭公式有五個關鍵成分。
很少人會夢想成為一個清潔工。但是，這并不意味著清潔工不能在工作中找到滿足。喬洛南認為，滿足的關鍵是樂趣和個人自由。SOL的清潔工穿著紅色和黃色的連身衣褲，強化了公司的樂觀形象。
SOL的標志是一張黃色快樂的臉，它出現(xiàn)在所有的東西上，從鮮艷的外套到公司的預算報告。自由意味著廢除所有企業(yè)傳統(tǒng)文化中所擁有的條條框框：在SOL沒有頭銜或秘書，沒有個人辦公室或工作時間表。公司取消了所有的特權和身份符號。
SOL的培訓計劃包括七個模板，每個歷時四個月，最后是嚴格的考試。當然，擦桌子或洗地毯的方法畢竟是有限的幾種，這就是為什么SOL的員工也要學習時間管理，編制預算和人際交往的原因。
許多公司都談論下放責任和權力。而在SOL，它是一種生活方式。公司有實權的員工是135名管理員，每個管理員帶領一個不超過50名清潔工的團隊。這些管理員與自己的團隊一起工作，制定團隊的預算，安排招聘，與客戶碳交易。
麗莎·喬洛南相信自主性，但她也關注責任感。SOL時分注重業(yè)績評估。并頻繁地、大張旗鼓地進行評估，其中重點關注客戶滿意度。例如，每次SOL簽訂合同前，銷售人員與團隊人員一起到要進行清潔工作的新顧客的現(xiàn)場。
他們共同設定清潔的標準。然后，每個月客戶根據這些標準來評價團隊的表現(xiàn)。喬洛南說：“我們越是要讓員工擺脫規(guī)則，就越需要良好的衡量標準�！�
在SOL，筆記本電腦和手機是所有管理員的標準裝備。這些設備可以讓他們到任何地點做他們想做的工作。在辦公室內，幾乎沒有存放紙張的地方。因此，公司是在內聯(lián)網上儲存所有重要的預算文件和業(yè)績報告以及培訓計劃、活動安排和公司新聞。
參考譯文
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.
