Europe, we are assured, is a family of nations.

Yet in spite of the best endeavours of those such as Esperantists, it remains a family where there is still no single, truly universal, language. Inevitably, there are times when communication difficulties arise.

Most companies of any reasonable size have a full complement of in-house professionals, augmented by carefully-chosen external advisers who become thoroughly familiar with their clients’ business and trading style. Quite apart from facilitating working relationships, this in-depth knowledge serves to enhance and consolidate an instantly recognisable corporate image, both local and global.

Surprisingly, very few firms have their own regular teams of translators. High quality corporate literature plays a major role in promoting a company’s identity. Producing it in a style which is consistent across a range of languages is a task which requires considerable expertise. All too often, attention is concentrated on a document when it is being drafted in one language, but far less thought is given to its quality, accuracy and readability” when translated into other languages.

The vocabulary used in the fields of pensions and investments tends to be highly specialised. Even in the hands of a native speaker with considerable experience of a topic, the output can fall far short of the intention: a clear, concise exposition delivered in the approved “company style”.

Important nuances can be lost in the translation process. More worryingly, what appears to be a precise, dictionary-perfect exchange of words can totally alter the meaning of the original (Bartok’s ballet The Miraculous Mandarin once became “The Fantastic Tangerine”!).

What can a pan-European business do to minimise the risk of problems and misunderstandings?

  • A carefully considered corporate policy on translation should be devised, and reviewed at regular intervals.
  • Decisions must be made as to whether freelance or in-house facilities, or a combination of the the two, would best suit the needs of the business.
  • The search for suitable candidates could usefully be started by contacting the appropriate translators’ professional body in the home country. Such a body may well have members worldwide, or be able to recommend other contact points.
  • Thought should be given to the possibility of state help for language advice and consultancy. For example, some small or medium-sized businesses in the UK may be eligible to receive assistance through the Department of Trade & Industry’s National Language for Export Campaign.
  • Translators should have access to a range of company publications to give them an indication of the preferred manner of presentation. If appropriate, they should have access to relevant members of staff for further advice and guidance.
  • Where possible, completed translations should be read by responsible employees who are native speakers of the relevant language, and who have experience in investment and pensions terminology.

Jo Whiterod is a freelance journalist

Topics