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PRO-level points: 58, Questions answered: 36

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Project Details	Project Summary	Corroboration
Translation Volume: 3 days Completed: Dec 2012 Languages: French to English	Translation French to English Patent & Articles of Association Patent & Articles of Association Law: Patents, Trademarks, Copyright	No comment.
Translation Volume: 2 days Completed: Oct 2012 Languages: Italian to English	IT104-12/ENlavoro di traduzione IT>EN ==> IT104-12/EN/AMPA Tourism, Website Translation, Italian to English Tourism & Travel	No comment.
Translation Volume: 18600 words Completed: Dec 2011 Languages: Romanian to English	Environment Romanian/ English 18,600 words LIFE+ Environment Policy and Governance Implementation of the Marine Strategy Framework Directive Environment & Ecology	positive Blue Board outsourcer (10 to 20 entries): Fast, accurate and reliable. I definitely recommend her services.
Translation Volume: 4000 words Completed: Oct 2011 Languages: Romanian to English	Translation Rom>En, and Fr>EnDocument 4,000 words Law: Contract(s)	positive Unlisted : We had a great collaboration. I look forward to working with her again!
Translation Volume: 6 days Completed: Sep 2011 Languages: English to French	Translation Website English/Italian to French Finance (general)	positive Unlisted : Fast and skilled
Translation Volume: 1 days Completed: Sep 2011 Languages: Italian to English	Translation Italian- EnglishPRUNETI: L\'EVOLUZIONE DELL\'OLIO EXTRAVERGINE D\'OLIVA Food & Drink	No comment.
Translation Volume: 2 days Completed: Sep 2011 Languages: Italian to English	Translation Italian/ EnglishTesti di terra Tourism & Travel	No comment.
Translation Volume: 490 words Completed: Sep 2011 Languages: Italian to English	Translation Italian to English UNEXISTENT VIDEO Art, Arts & Crafts, Painting	No comment.
Translation Volume: 6 days Completed: Sep 2011 Languages: Italian to English	Translation Italian/English Bank AgreementRomagna 4a Finance (general)	No comment.
Translation Volume: 10 days Completed: Aug 2011 Languages: Italian to English	Translation Italian/ EnglishGoliath Floor LampManual Job ProZ:Manuale di istruzioni, uso e manutenzione di una lampada da terra Cooking / Culinary, Engineering (general), Tourism & Travel	No comment.
Translation Volume: 7500 words Completed: Jul 2011 Languages: Italian to English	Bank Agreement GIRO Account Agreement Finance (general)	No comment.
Editing/proofreading Volume: 1 days Completed: Jul 2011 Languages: Romanian to English	Proofreading Addendum Emplyment Contract Addendum Employment Contract Law (general), Law: Contract(s)	positive docnroll: Monica is a very good and reliable professional. We warmly recommend her.
Translation Volume: 1 days Completed: Jul 2011 Languages: Italian to English	Goliath Floor Lamp Manual Manuale di istruzioni, uso e manutenzione di una lampada da terra Engineering (general)	No comment.
Translation Volume: 33800 words Completed: May 2011 Languages: French to English	Translation French to EnglishNew Caledonia 33,841 source words Tourism & Travel	No comment.

15 entries

Sample translations submitted: 6

French to English: REPORT On the treatment of intestinal fistulas by using of the placenta General field: Medical Detailed field: Medical (general)
Source text - French RAPPORT Sur le traitement des fistules intestinales par le placenta, par M. J. M. Junod (de Bienne, Suisse). Rapport de M. Marcel Roux. Le Dr J. M. Junod,de Bienne, nous adresse la courte note suivante que je me fais un plaisir de vous lire. in. extenso. , « A deux reprises, les Mémoires de l'Académie de Chirurgie ont publié des communications au sujet du traitement des fistules intestinales par introduction de tissu placentaire. Il s'est trouvé que, peu après avoir lu ces communications, j'ai eu à traiter une fistule du type le plus grave c'est-à-dire une fistule duodénale. En voici une courte relation: H. K**, horloger, né. en, 1907. Le 18 juin 1953, gastrectomie élargie typique pour 'ulcère pylorique térébrant dans le pancréas. Quelques difficultés opératoires dans la libération et la fermeture du moignon duodénal. Suites agitées; vomissements de type occlusif dès le troisième jour, qui nécessitèrent une réintervention. Je trouvai une mésocolite rétractile qui avait resserré la fenêtre mésocolique au point d'étrangler l'estomac au-dessus de l'anastomose. Là fenêtre fut élargie, mais je commis l'imprudence de ,vouloir explorer le moignon duodénal caché sous des adhérences fraîches, ce qui provoqua une petite déchirure que je dus suturer dans des conditions précaires, vu l'état des tissus. Lorsque je retirai le drain, quelques jours plus tard je ne fus pas trop surpris de voir se former, le lendemain, une fistule duodénale qui prit d'emblée; par l'importance et la causticité du liquide écoulé" un caractère grave, de sorte que l'état du malade, aussi bien local que général, déclina' très rapidement. Les thérapeutiques usuelles, nutrition parentérale, atropine, soins locaux de la peau, aspiration du liquidé, n'empêchèrent pas le malade de maigrir presque à vue d'œil. C'est alors que je me rappelai les succès décrits dans votre périodique et que je décidai de tenter le traitement par le placenta.	Translation - English REPORT On the treatment of intestinal fistulas using placenta, By M. J. M. Junod (Biel, Switzerland) Report by Mr. Marcel Roux Dr. J. M. Junod, of Biel, addressed to us the following brief note, which I am pleased to read you to you in full. "The Memoirs of the National Academy of Surgery" have published twice papers on the treatment of intestinal fistulas with placental implantation. Shortly after reading these papers, it happened that I had to treat most serious type of fistula - a duodenal fistula. Here is a brief summary: H. K**, watchmaker, was born in 1907. On June 18th 1953, he had an enlarged gastrectomy typical for peptic ulcer penetrating the pancreas. There were some surgical difficulties in the liberation and the closure of the duodenal stump. Results: agitation; vomiting indicating a blockage on the third day, which necessitated reoperation. I found a retracted mesocolic that had narrowed the mesocolic window almost strangling the stomach above the anastomosis. The window was enlarged, but I committed the imprudence of getting interested in exploring the duodenal stump hidden under the fresh adhesions. This caused a small tearing that I had to stitch in precarious conditions, given the state of the tissues. A few days later, I removed the drain, and I was not surprised when I saw a duodenal fistula forming rapidly; the patient's condition, both local and general, declined seriously and very rapidly because of the quantity and causticity of the liquid leaking out. The usual treatment, parenteral nutrition, atropine, local skin care, and wound suction did not stop the patient from loosing weight almost visibly. It was at this point that I remembered the successes described in your journal and I decided to try the treatment using the placenta.
French to English: These extraterrestrials have golden voices General field: Other Detailed field: Music
Source text - French Ces extraterrestres ont des voix d'or CHANSON. A Bobino, ils font un tabac. Nés sur Internet, les mystérieux chanteurs des Voca People livrent un show étourdissant. T ous les soirs, ces huit énergu¬mènes au visage grimé et tout de blanc vécus sont salués par une standing ovation. Installé à Bobino depuis le lidjanvier, le spectacle de ces artistes qui affirment venir d'une autre pla¬nète est un ovni : sans aucun an-Mi¬ment ils imitent le son des tuba.per¬eussions, guitare basse, cornemuse, trompette, violon ou encore didge¬ridoo. Composé de trois chanteuses (alto, tnezzo, soprano). trois chanteurs (basse, baryton et ténor) et deux ar¬tistes de beatbox, les Voca Peuple revisitent avec humour les grands standards de la musique. De Beethoven à Stromae en passant par Tchaïkovski. Queen ou Midiael Jackson. ces créatures blanches glis¬sées dans des costumes un peu ringards racontent à travers des medleys endiablé:; l'histoire de la musique... puis celle du cinéma, avec des reprises des bandes originales du « Parrain s. de « la Punilière esse s, de « Pulp Fictions ou de « 'Titanic s. En plus de performances vocales bluffantes. les Voeu People proposent des séquences de mime. Et de courts sketchs au coins desquels des specta¬leurs choisis au hasard défilent sur scène Connus grâce à une publicité Au terme d'une heure et demie d'un show faune -tout mais euphorisant, le public chante, danse et applaudit à tout rompre. « C'était stupéfiant, ex¬traordinaire », s'enthousiasmaient Anna, 52 ans, et Cannelo, 49 aria, après la représentation de mardi soit « On a adoré. Ils ont des wax eroep¬timides s, assurent Laure, 23 ans et sa mère Christiane, 51 ans « Au début. ça faisait un peu lèletubbies, et puis, après, j'ai trouvé ça vachement bien s, s'amuse quant à lui Denis, 35 ans, venu de province avec une dizaine d'amis. Marie-Françoise. 65 ans, Philippe, 74 ans, et Christine, 69 ans, s'ettasient eux aussi : « C'est génial liés original et amusant. Ort y retournerait demain et apres-demain si on pouvait l»Avnt de débarquer à Bobino, les Voca People ont vu lejour sur Internet. Formés début 2009, ils ont diffusé leur premier clip sur You¬Tube en avril de la même année. « En moins de quatre mois, il y a eu plus de 6 millions de visiteurs a ra¬conte Alain Diercia, l'un des produc¬teurs du groupe. Depuis leur premier spectacle en septembre 2009 au Brésil, les Voca People se sont pro¬duits au Canada, en Espagne, en Italie. au Portugal. en Israél...En France, c'est une pub pour les bon¬bons Tic Tac qui les a fait mimera avant que plusieurs émissions de télé le Plus Grand Cabaret du monde », «les Armées bonheurs...] les invitent sur leur plateau. Sur leur page Face-book française, les hommes en blanc comptent déjà 50 000 fans. A Bobino jusqu'au 20 mais, les Voua People joueront ensuite en province, puis reviendront dans la salle pari¬sienne du 8juillet au 15janvier 2012. Et. d'id là. ils devraient continuerd'en¬tretenir le mystère sur leur identité... CATHERINE AAtlf  Du mardi au samedi à 19 heures et les samedis et dimanches à 15 heures à Bobine, 14-20, tue de la Gaîté (Paris XI-1/1. Tarif : de 22E à 57 f. Réservations au 01.432724.24.	Translation - English These extraterrestrials have golden voices SONG. At Bobino, they have a roaring success. Born on the Internet, the mysterious singers Voca People are delivering a spectacular show. Every evening, these eight bizarre men with white make up and white suits are welcomed by standing ovations. Installed at Bobino since January 18, the spectacle of these artists who claim to come from another planet is like a UFO: without instruments, they imitate the sound of the tuba, percussions, bass guitar, bagpipes, trumpet, violin, or didgeridoo. Comprised of three female singers (alto, mezzo, and soprano), three singers (bass, baritone, and tenor) and two beatbox actors, the Voca People revisit amusingly great music standards. From Beethoven to Stromae passing by Tchaikovsky, Queen or Michael Jackson, these white creatures wearing out of style costumes are re-telling through feverish medleys the history of music... then that of the cinema, with repeats of the soundtracks of " The Godfather”, of “The Pink Panther”, of "Pulp Fiction”, or “Titanic ". In addition to mystifying vocal performances, Voca People present mime sequences. In addition, they perform short sketches when randomly selected spectators are invited on the scene. Known grace to advertising After one hour and a half of wild and euphoric show, the public sings, dances and applauds enthusiastically. "It was amazing, extraordinary", says enthusiastically Anna, 52 years old, and Cannelo, 49, after Tuesday representation. "I loved it. They have extraordinary voices”, confirmed Laure 23 years and her mother Christiane, 51-year-old "At the beginning, it was a little “teletubbies”, but afterwards, I found it very good”, says Denis, aged 35, who came from out of town with a dozen friends. Marie-Françoise 65, Philippe, 74 years old, and Christine, 69, are ecstatic too: "It's great, very original, and funny." We are going to return tomorrow and the day after if we can". Before having shows at Bobino, the Voca People performed on the Internet. They had their debut in early 2009, when they released their first clip on YouTube in April of that year. "In less than four months, they had more than 6 million visitors”, told us Alain Dierckx, one of the Group’s producers. Since their first show in September 2009 in the Brazil, the Voca People performed in Canada, Spain, Italy, Portugal and in Israel..."In France, it was through an add for Tic-Tac bonbons that they were introduced to the public; it was before many TV shows (“Le Plus Grand Cabaret du monde” – “The Biggest Cabaret in the world [Engl]", “Les Annees Bonheur” – “ Happy Years [Engl]” invited them in their studios. On their French Facebook page, white men have already 50,000 fans. Voca People will perform at Bobino until March 20– after that they will have shows outside Paris; they will return to the Parisian theater between July 8 and January 15 2012. Additionally, in all this time the mystery about their identity must continue... CATHERINE BALLE Tuesday through Saturday at 7 p.m., and Saturdays and Sundays at 3 p.m. at Bobino, 14-20, rue de la Gaîté (Paris XI-V) Price: between 22 E and 57E. Reservations: phone number: 01.43.27.24.24.
French to English: Case Study:Effects Of Collaboration Policies Between Donors And Civil Society Organizations in Africa On Efficiency of Development Aid Interventions Detailed field: Economics
Source text - French Le présent article s’inscrit dans la réflexion en cours au niveau international sur l’amélioration de l’efficacité de l’aide dans le cadre de financements octroyés à des Organisations de la Société Civile (OSC). Il s’adresse à l’ensemble des acteurs prenant part à la réflexion sur l’efficacité de l’aide transmise via la société civile (bailleurs, associations, ONG, organisations paysannes, etc.). Les bailleurs de fonds utilisent de nombreux incitatifs permettant d’augmenter la performance des organisations qu’ils financent. Ces incitatifs visent en particulier à maximiser le rapport de l’impact sur les communautés par rapport au montant d’argent dépensé. Beaucoup de ces incitatifs ont un effet positif sur les OSC en renforçant leur capacité de gestion et les résultats obtenus sur le terrain. Ces politiques aident aussi à réduire la corruption et la mauvaise gestion des fonds qui se propagent souvent quand les contrôles sont relâchés. Cependant, ces mêmes politiques peuvent aussi créer des effets pervers au sein des OSC, et ainsi sérieusement compromettre l’impact des programmes dans les communautés bénéficiaires. L’objectif de cet article est de présenter certaines de ces politiques ainsi que les effets nuisibles qu’elles peuvent induire afin de stimuler la réflexion sur leur amélioration. L’article constitue donc un recueil d’observations qui s’appliquent à certaines relations de collaboration entre une OSC et un bailleur de fonds. Au lecteur d’identifier si tel est le cas dans les relations de collaboration entre bailleurs de fonds et OSC qu’il cotoit. Le présent article se base sur une enquête menée auprès de plusieurs OSC internationales travaillant en Afrique. L’information présentée représente la perspective d’Ingénieur sans frontière Canada à partir de ses échanges avec ces OSC. Les onze observations présentées dans cet article ont été classées par thème : la contractualisation, l’accès au financement, le déboursement des fonds, la communication entre OSC et bailleurs de fonds, et l’évaluation de la performance des OSC. Elles montrent que la contribution de certaines politiques de collaboration dans l’amélioration de la performance des OSC est très mitigée. En effet, si certaines politiques contribuent à diminuer les risques financiers pour le bailleur de fonds, elles diminuent aussi considérablement l’efficacité, l’efficience et la durabilité de son aide au développement. Cette conclusion suscite d’importantes questions sur le type de partenariat existant entre les Organisations de la Société Civile et les bailleurs de fonds, et des conditions dans lesquelles ce partenariat est formé. Cette conclusion appelle aussi à un nouveau type de relation entre les OSC et certains bailleurs de fonds qui serait basée sur trois principes sous-jacents :  Un partenariat dont la flexibilité s’accroît à mesure que les OSC démontrent leurs compétences et fiabilité.  Un équilibre sain entre imputabilité contractuelle et imputabilité stratégique.  Des partenariats basés sur la confiance et un vrai esprit de dialogue, pour l’atteinte d’objectifs partagés.  Une complète transparence de la performance des bailleurs de fonds et de celle des OSC qu’elle finance envers le grand public. Plusieurs idées peuvent être envisagées, si elles ne le sont pas déjà, pour aller de l’avant sur l’application de ces principes. Notre appréciation du gain d’efficacité est présentée entre crochets :  Mettre en place des mécanismes de feedback pour la relation entre les bailleurs de fonds et les OSC et créer un classement international des bailleurs de fonds réalisé par les OSC partenaires de manière anonyme et publié au grand public. Des outils et organisations existent déjà dans ce sens pour les relations entre ONG internationales et OSC locales (www.keystonesaccountability.com) qu’il faudrait adapté aux relations bailleurs de fonds-OSC.  Créer des mécanismes au sein et dans les politiques de financement des bailleurs de fonds qui incitent à la reconnaissance des échecs au sein des projets ainsi qu’à un apprentissage rigoureux des causes profondes de ces échecs. ISF Canada publie chaque année son rapport d’échec et a récemment lancé un site permettant aux structures de développement d’en faire de même (www.admittingfailures.com).  Changer les incitatifs des bailleurs de fonds envers la mise en œuvre des activités et le dépense du budget annuel à tout prix pour des incitatifs favorisant la maximisation des impacts sur les communautés des projets des OSC.  Adapter les conditions de recrutement et de collaboration des bailleurs de fonds en fonction de leur niveau de confiance avec les OSC. Trois niveaux de confiance du bailleur de fonds envers les OSC pourraient être formellement établis : 1. OSC nouvelle, 2. OSC intermédiaire, et 3. OSC performante.  Négocier l’ensemble des conditions de la collaboration entre les bailleurs de fonds et les OSC financées (ex : conditions de passation de marchés, origine des véhicules utilisés, période de décaissement fixes ou flexibles).  Regrouper l’ensemble des bailleurs de fonds d’un même projet et l’OSC qui implante le projet dans une coalition que l’OSC préside. Cette coalition définirait la plupart des termes du partenariat et en particulier les outils de communication et de bilan (qui se substitueraient aux rapports traditionnels). Les outils de bilan auraient pour objectifs de stimuler la réflexion critique et l’apprentissage de l’OSC. Cette coalition participerait en outre à la réflexion stratégique pendant la mise en œuvre des projets, notamment la réaffectation des fonds des lignes budgétaires.  Investir dans l’apprentissage que font les OSC. Pour ce faire, les objectifs du projet incluraient des objectifs de développement organisationnels (ex : formation des employés) des OSC et en particulier des OSC locales. Au moins 5% du budget des projets seraient réservés à l’atteinte de ces objectifs. En outre, les bailleurs de fonds financeraient, en plus des projets et programmes, des activités d’échange d’information et d’apprentissage entre tous les acteurs du secteur (ex : visites sur le terrain, vidéos, stages, ateliers, etc.). Enfin, les bailleurs de fonds pourraient subventionner une évaluation d’impact post projet entre une et cinq années après la fermeture du projet de manière à avoir une réflexion sur la pertinence de l’action, qui permettrait un véritable apprentissage sur les choix d’approche stratégique utiles pour le futur.  Investir dans l’apprentissage des bailleurs de fonds. Pour ce faire, l’OSC et le bailleur de fonds s’engageraient dans un échange d’expertise (ex : pratiques de gestion, réalités du terrain, etc. Les bailleurs de fonds veilleraient tout particulièrement à nommer des personnes qui suivraient les projets sur le long terme et qui auraient les compétences nécessaires (notamment pour gérer les différents niveaux de partenariats).	Translation - English Case study: Effects Of Collaboration Policies Between Donors And Civil Society Organizations in Africa On Efficiency of Development Aid Interventions This article is part of the ongoing discussions at international level on improving aid effectiveness in the context of funding grants to Civil Society Organizations (CSO). It is addressed to all participants involved in the debate on aid effectiveness transmitted through civil society (donors, associations, NGOs, farmer organizations, etc.) Donors use numerous incentives to increase the performance of organizations they fund. The aim of such incentives is in particular maximizing the impact on communities in relation to the amount of money spent. Many of these incentives have a positive effect on CSO in strengthening their management capacities and achievements in the field. These policies also help reduce corruption and mismanagement of funds that often increase when the financial support is reduced. However, these policies can also create negative consequences within CSO, and thus seriously undermine the impact of programs in the beneficiary communities. The aim of this paper is to present some of these policies as well as the harmful effects they can produce in order to stimulate reflection leading to their improvement. The article is therefore a collection of observations that apply to some collaborative relationships between CSO and donors. It is up to the readers to identify whether this is the case in collaborative relationships between donors and CSO surrounding him. This article is based on a survey of several international CSO working in Africa. The information we present is the perspective of Engineers without Borders Canada (EWB) from its contacts with these CSO. The observations presented in this article have been classified by theme: contracting, access to financing, disbursement of funds, communication between CSO and donors, and evaluating performance of CSO. They show that the contribution of certain policies of collaboration in improving the performance of the CSO is very mixed. Indeed, if certain policies help reduce the financial risk for the lender, they also significantly diminish the effectiveness, efficiency and durability of its development assistance. This finding raises important questions about the type of partnership existing between Civil Society Organizations and donors, and the conditions under which this partnership was formed. This conclusion also calls for a new relationship between CSO and some donors who would be based on four underlying principles:  A partnership whose flexibility increases as CSOs demonstrate their skills and reliability.  A healthy balance between contractual accountability and strategic accountability strategy.  Partnerships based on trust and a true spirit of dialogue, to achieve shared objectives.  A full transparency of performance of donors and of the CSOs they fund to the public. Several ideas can be considered, in order to move forward toward the application of these principles:  Establish feedback mechanisms for the relationship between donors and CSO and create an international classification of donors made by the partner CSO anonymously and published publicly. Tools and organizations of this type already exist for relations between international NGO and local CSO(www.keystonesaccountability.org) and could be adapted for the relations between donors and CSO.  Establish mechanisms within and through the funding policies of donors that lead to the recognition of failures in projects as well as a rigorous learning on the root causes of these failures. EWB publishes yearly reports of failure (http://www.ewb.ca/en/whatsnew/publications.html ) and has recently launched a website enabling development organizations to do the same (www.admittingfailures.com). It would be interesting to see how could that be applied to donors.  Substituting the incentives of donors toward expenditure of the annual budget, which often translated in maximizing the number of yearly activities as a primary objectives at the CSO level, for incentives to promote the maximization of CSO projects’ impact on communities.  Adapt conditions of recruitment and cooperation of donors according to their level of trust in the CSO. Three levels of confidence of the donor to CSO8 could be formally established: 1. New CSO 2. Intermediate CSO, and 3. Performing CSO.  Negotiate altogether the terms of collaboration between donors and CSO funded (eg: awarding of contracts, origin of vehicles used, and fixed or flexible disbursement periods).  Bring together all donors for the same project and the CSO that implements the project in a coalition presided by the CSO. This coalition would define most of the terms of the partnership and in particular tools of communication and assessment (which would replace traditional reports). The tools of assessment would aim to stimulate critical reflection and learning in the CSO. This coalition will also participate in strategic thinking for the implementation of projects, including the reallocation of budget lines.  Invest in CSO learning. To accomplish this goal the objectives of the program/project will include organizational development goals (e.g., training of employees) of CSO and in particular the local CSO. At least 5% of the budget allocated would be dedicated to achieving these goals. In addition, donors will finance, besides the projects and programs, activities, information exchange and learning for all stakeholders of the sector (e.g., field visits, videos, training, workshops, etc...). Finally, donors could fund a post-project impact assessment between one and five years after closing the project to evaluate the relevance of the action, which would constitute an authentic learning on the alternative strategic approaches choices in the future.  Invest in the learning of donors. To do this, CSO and donors will engage in an exchange of expertise (e.g. management practices, local realities, etc.) Donors will be particularly attentive to appoint people who would supervise projects/programs on a long term period and have the necessary skills (mainly managing the different levels of partnerships and insuring trust relationships).
Italian to English: Incorporating a Company in Delaware General field: Bus/Financial Detailed field: Law: Taxation & Customs
Source text - Italian Costituzione Società nel Delaware Le Delaware companies per l'efficienza fiscale sono state di grande interesse per gli investitori sin dal 1965. Di tutti gli stati degli USA che permettono l'incorporazione di compagnie di non residenti, il Delaware è senza dubbio quello che attrae un numero maggiore di aziende. La legislazione molto semplice, la scarsa burocrazia e le spese di incorporazione molto basso permettono di raggiungere un grande beneficio con un piccolo investimento. Il sistema giudiziario inoltre è molto sviluppato ed efficiente e le dispute vengono risolte in poco tempo. Di seguito alcune caratteristiche del Delaware: • Esenzione dalle tasse di corporazione per le compagnie che commerciano al di fuori del Paese • Bassi costi di incorporazione ed amministrazione • Tempi di incorporazione molto veloci • Presenza anche onshore • Nessun obbligo fiscale • Giurisdizione strategica per le strutture Americane Caratteristiche Principali di una Delaware Company Per entrare più nello specifico, di seguito alcune caratteristiche della soluzione Delaware. Vantaggi • Bassi costi di costituzione ed amministrazione • Processo di incorporazione molto veloce • Sistema legale semplice e chiaro Svantaggi: • Provare la proprietà della compagnia può risultare difficile, ma il Direttore può essere nominato negli Articoli di Incorporazione Caratteristiche della compagnia • Tipo di compagnia: Compagnia US standard con responsabilità limitata • Nome: Il nome deve contenere una parola “corporativa” come “company”, “corporation”, “limited” etc etc. Le parole “bank”, “trust”, “insurance”, “university” e “college” devono prima essere approvate per poter essere utilizzate. • Ordinamento legislativo: General Corporation Law of Delaware • Tempo di Incorporazione: 24 ore • Capitale sociale minimo: Non richiesto • Minimo numero di soci: 1 • Numero minimo di direttori: 1, senza restrizioni • Segretario: Si, ma senza restrizioni • Informazioni specifiche Richieste dalle autorità prima dell'incorporazione: Nessuna • Informazioni pubbliche: Nome della compagnia e cambi nel nome, numero di incorporazione, indirizzo, agente di incorporazione • Contabilità: Nessun obbligo contabile • Bilancio Annuale: Non richiesto, obbligatorio solo l'Annual Franchise Tax Report, anche se lo Stato sta iniziando a rafforzare le regolamentazioni riguardanti il report • Restrizioni sulla sede dei meeting: Nessuna • Controlli di Scambio: La legge Statunitense obbliga a riportare alle autorità movimenti di denaro superiori a 10,000 Dollari • Trattati di doppia tassazione: Gli USA godono di numerosi trattati • Tasse sui capitali: Annual Franchise Tax, crescente per valore della compagnia (minimo 100 Dollari) Se il tuo business include affari con gli Stati Uniti, o se credi che una società nel Delaware possa essere una buona soluzione per il tuo business, ti invitiamo a richiedere una consulenza gratuita compilando il modulo di contatto online.	Translation - English Incorporating a Company in Delaware Incorporating companies in Delaware have been of great interest for investors since 1965 because of tax efficiency. Of all the US States that allow the incorporation of non-resident companies, Delaware is undoubtedly, the state attracting the larger number of companies. Very simple legislation, the lack of bureaucracy and very low incorporation expenses are contributing to obtaining a large benefit with a small investment. The judiciary system is very well developed and efficient and disputes are resolved in a short time. Here are some characteristics of Delaware: • Exemption from corporation tax for companies trading outside the country • Low cost of incorporation and administration • Very short time for registration (incorporation) • Onshore presence also • No tax liability • Strategic jurisdiction for the American structures Main features of a Delaware Company To get more specific, here are some characteristics of Delaware: Advantages: • Low cost of incorporation and administration • Very fast incorporation process • Simple and clear legal system Disadvantages: • Proving the ownership of the company can be difficult, but the Director can be appointed in the Articles of Incorporation Characteristics of the company • Type of company: US standard company with limited liability • Name: the name must contain a "corporate" word as "company", "corporation", "limited" etc, etc. The words "bank", "trust", "insurance", "university”, and "college" must be approved before being used. • Legislation: General Corporation Law of Delaware • Time of Incorporation: 24 hours • Minimum capital: not required • The minimum number of members: one • Minimum number of Directors: 1, unrestricted • Secretary: Yes, but unrestricted • Specific information required by the authorities before incorporation: None • Public information: company name and change in the name, number of incorporation, address, agent of incorporation • Accounting: No accounting obligation • Annual Balance Sheet: not required, only the mandatory Annual Franchise Tax Report; the State is starting to strengthen the regulations concerning this report • Restrictions on the meeting location: None • Exchange Controls: the US law requires reporting to authorities movements of money exceeding $ 10,000 • Double taxation treaties: the US enjoy numerous treaties • Taxes on capital: Annual Franchise Tax, in proportion to the value of the company (minimum $ 100) If you do business with the United States, or if you believe that a company in Delaware could be a good solution for your business, please request a free consultation by filling out the online contact form.
Italian to English: Fuel Cells General field: Tech/Engineering Detailed field: Energy / Power Generation
Source text - Italian 1.7.2 Cella (o pile) a combustibile Una cella a combustibile è una cella elettrochimica che converte l'energia di un combustibile in energia elettrica. L'elettricità è generata dalla reazione tra una fornitura di combustibile e un ossidante. I reagenti fluiscono nella cellula, ei prodotti di reazione fluiscono fuori di essa, mentre l'elettrolita rimane all'interno della cellula. Le celle a combustibile possono funzionare di continuo finché il reagente necessario e flussi ossidanti sono mantenute. Le celle a combustibile sono diverse dalle batterie convenzionali a cella elettrochimica perche consumano reagente da una fonte esterna, che deve essere reintegrato - un sistema termodinamico aperto. Al contrario, le batterie immagazzinano l'energia elettrica per via chimica e quindi rappresentano un sistema termo dinamicamente chiuso. Molte combinazioni di combustibili e ossidanti sono possibili. Una cella a combustibile a idrogeno utilizza l'idrogeno come combustibile e ossigeno (di solito da aria) come ossidante. Altri combustibili includono idrocarburi e alcoli. Tra gli altri ossidanti includono cloro e biossido di cloro.	Translation - English 1.7.2 Fuel Cells A fuel cell is an electrochemical cell that converts energy from a fuel into electrical energy. Electricity is generated from the reaction between a fuel supply and an oxidizing agent. The reactants flow into the cell, and the reaction products flow out of it, while the electrolyte remains within it. Fuel cells can operate continuously as long as the necessary reactant and oxidant flows are maintained. Fuel cells are different from conventional electrochemical cell batteries in that they consume reactant from an external source, which must be replenished – a thermodynamically open system. By contrast, batteries store electrical energy chemically and hence represent a thermodynamically closed system. Many combinations of fuels and oxidants are possible. A hydrogen fuel cell uses hydrogen as its fuel and oxygen (usually from air) as its oxidant. Other fuels include hydrocarbons and alcohols. Other oxidants include chlorine and chlorine dioxide.
French to English: New Caledonia General field: Other Detailed field: Tourism & Travel
Source text - French 1.1 La coutume La coutume est au cœur de la culture Kanak. Elle a une place prépondérante dans l’organisation sociale, particulièrement en brousse et dans les îles. 1.1.1 Importance de l’igname : Le clan, qui regroupe des individus se reconnaissant un ancêtre commun, est à la base de l’organisation sociale Kanak. La vie de ces communautés est rythmée par les activités sociales et agricoles qui se déroulent selon un calendrier précis : le calendrier de l’igname. La culture de ce tubercule, associé au masculin, joue un rôle prépondérant. La mise en terre et surtout la récolte des ignames donnent lieu à de grandes cérémonies festives. Tous les stades de sa culture (préparation des sols, germination, plantation, gestation, apparition des feuilles…) sont associés à des périodes précises et des événements communautaires (mariages, deuils, alliances, sacre de chef…). 1.1.2 Pratique de la coutume : Les relations intercommunautaires empruntent les chemins coutumiers et sont régies par des rituels d’échange : c’est ce que l’on appelle la Coutume. Faire la coutume c’est établir une relation privilégiée et unique avec un individu ou un groupe d’individus en un temps précis. C’est se reconnaître l’un l’autre. Les échanges de paroles s’appuient sur des dons, dont les plus importants sont traditionnellement les monnaies Kanak qui représentent l’ancêtre du clan et les ignames sacrées. Par le geste coutumier, on reconnaît la hiérarchie de la chefferie, ses structures séparées par des droits et une gestion semblable à celle des communes. Dans les tribus, il y a un ordre, un pouvoir à respecter. C’est donc à la grande chefferie qu’il faut demander l’autorisation d’accéder à la mer, à la montagne, de circuler sur les terres de la tribu.	Translation - English 1.1 Tradition Tradition is at the heart of the Kanak culture. It has a prominent place in social organization, particularly in the brousse and in the islands. 1.1.1 The importance of yam: The clan, which includes individuals recognizing a common ancestor, is the basis of Kanak social organization. The life of these communities is lived in the rhythm of social and agricultural activities occurring on a particular calendar: the calendar of yam. The culture of the tubercle, associated with the male partner, plays a very important role. The planting and specially the harvesting of yams are accompanied by large festive ceremonies. All stages of its culture (preparation of the soil, germination, planting, growth, and the appearance of leaves ...) are associated with specific times and community events (weddings, periods of mourning (funerals), alliances, consecrating the chief (coronation) ...). 1.1.2 Practice of the custom: The relations between the communities are possible by using the traditional travel routes that are governed by exchange rituals: that is what is called Custom. Establishing a custom means building a privileged and unique relationship with an individual or group of individuals in a specific time. It is about recognizing one another. Verbal exchanges rely on donations, of which the most important are traditionally the Kanak currencies representing the ancestor of the clan and the sacred yams. By the customary gesture, we recognize the hierarchy of chiefdom (leadership), its different structures based on rights and an administration similar to that of a village. In the tribes, there is an order, a power to be respected. Therefore, from the leadership we must ask permission to access the sea, the mountains, and travel on the lands belonging to the tribe.

Business/Financial French/ English, Medical French/ English

Master's degree - Academy of Economic Studies -Bucharest Romania

Years of translation experience: 20. Registered at ProZ.com: Feb 2011. Became a member: Mar 2011.

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About me

I am happy to provide for you quality translations to/from English, French, Italian, and Romanian.

I am a Teaching Assistant/Student at an International on line Institute, and I hold a Master in Economics.

When translating a document, I always research the subject in order to deliver you a text that is accurate and easy to read. My experience in translations comes from studying each language for at least 10 years, working directly with international partners in business related activities, and traveling extensively- both for business and pleasure.

If you want to have an idea of my work, you can check also:oDesk https://www.odesk.com/users/Experienced-Translator-Writer-Web-Researcher_~~3957aeac21268200 and Elance http://www.elance.com/s/monicaright/job-history

I am fluent in English (my results for tests on oDesk: 1st place US English spelling, top 10% US English Basic Skills Test, and top 20 for English Vocabulary Test), and also in French (top 20) and Italian 4.90/5.00

My area of expertise is translating, proofreading, writing, and re-writing texts of different complexity, from casual to academic, as attested by my work history and the feedbacks received for the jobs I had on ProZ, oDesk and Elance. You can also check my portfolio.

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Romanian to English	10
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Medical	12
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Other	4
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Project History Summary
Total projects	14
With client feedback	4
Corroborated	4

100% positive (4 entries)
positive	4
neutral	0
negative	0

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Translation	13
Editing/proofreading	1

Language pairs
Italian to English	8
Romanian to English	3
French to English	2
English to French	1
	1

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Tourism & Travel	4
Finance (general)	3
Law: Contract(s)	2
Cooking / Culinary	1
Law (general)	1
Art, Arts & Crafts, Painting	1
Food & Drink	1
Law: Patents, Trademarks, Copyright	1
Environment & Ecology	1

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Engineering (general)	2

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Profile last updated
May 13

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