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English to Chinese: Pizza Solution General field: Marketing Detailed field: Food & Drink
Source text - English The Margherita
Mozzarella brings acidic and creamy tones into balance for this pizza classic. The cheese stretches as chefs expect, browning uniformly into dark-brown blisters for a ﬁrm and meaty bite.
The Margherita New York style
Gouda brings the balanced saltiness and melt-in-the mouth consistency diners expect from this NY take on the classic Margherita. Neither sticky nor oily, the cheese takes on a light appearance and ﬁrm texture when cooked.
The Margherita Focaccia
Cream cheese melts softly into this focaccia base topped with Mozzarella Sticks and tomatoes. The cheeses retain their smooth texture in the oven – browning together at a steady pace.
The Margherita con Funghi
Mozzarella is all that’s needed to create a crispy brown bed for the mushrooms in this simple classic.
The aromatic and nutty ﬂavours of Emmental lie at the heart of this pizza legend, while Shredded Mozzarella adds stretch and deeper brown tones.
Mozzarella Cubes concentrate the taste of the cheese into bite-sized chunks that feel at home on the Carcioﬁni pizza. The Mozzarella’s oily surface structure brings all the ingredients together for a smooth and rounded set of ﬂavours.
The Tonno e Cipolla
Mozzarella browns to a smooth texture with a satisfying resistance to the bite. Soft and mildly aromatic Red Cheddar carries the ﬂavour of the tuna in its oils.
The "Parmigiana" Roman Style
Lightly-browning Mozzarella Sticks allow the vegetables to shine in this carefully balanced creation. Oils and full ﬂavours come with the Red Cheddar.
The Noci e "Gorgonzola"
The even elasticity and steady ﬂavours of Mozzarella clear the stage for the sharp, rich taste of Danablu. The cheeses brown lightly together while taking on an appealing shiny texture.
The Verde Blanca Rosario’s Style
The acidic nature and light taste of this Pizzatopping allow the ﬂavour of the vegetables to shine, with just the right amount of stretch and oil for a satisfying feel in the mouth.
The Zucchine Flamkuchen
Crèmefraiche 18% is the base chefs want for the back-to-basics nature of the ﬂamkuchen.
Translation - Chinese 玛格丽塔披萨
Translation - English Screening investors: Raising the bar for accredited investors and focusing more on investor suitability.
Under the new asset management rules, offerings are divided into privately and publicly offered products. The previous RMB 3 million minimum net worth required of individual investors in private funds has been increased to RMB 5 million.
Such a bar-raising exercise will leave many robbed of their accredited investor status, shrinking the pool of qualified investors in private funds. This will subject future privately offered funds of all varieties to a uniform set of accredited investor criteria and minimum investment requirements, bringing further discipline to the private placement sector.
Tightening supervision on financial institutions: Ensuring independence of third-party entities and segregation between asset management and wealth management.
Financial supervisors will step up protection for financial consumers by placing financial service providers under greater scrutiny.
Some commercial banks are well equipped to set up a subsidiary to operate an asset management business, while others are less so equipped and rely on third parties to do the job. In the latter case, it is crucial that banks entrust their assets to independent custodians with full credentials. In the former case, banks with fund custody competence should ensure that assets are properly segregated when administering their own wealth management products during the transitional period. After the transitional period, the banks should set up an independent entity to take over the asset management operation. In cases where such independent entities exist in name only and perform no real functions, supervisory authorities should step in and take appropriate disciplinary and remedial action.
Reshaping industry dynamics: Carrying out an orderly removal of implicit guarantee, and returning wealth management to its root of asset administration.
Firstly, asset management business must be kept off the balance sheet, and financial institutions must not bail out the borrower in the event that a fund has difficulty meeting redemption requests. Secondly, financial institutions must adopt net value-based management to allow the net asset value to reflect the true risk-return of the underlying assets. Thirdly, financial institutions must ensure every asset management product is separately managed and audited under a separate account, and are not allowed to use the funds raised through such products for capital pooling—a practice characterized by rollover issuance, cross-product operation, and unjustified pricing.
English to Chinese: Insurers' ALM General field: Bus/Financial Detailed field: Insurance
Source text - English Many insurers entered the European Union’s Solvency II era with significant excess capital on their books. That surplus will be short-lived. Capital will increasingly constrain asset strategies as back-book reserve requirements rise, capital gains are realized, investors hunger for cash, and new money is encumbered by low yields. In this environment, diligent life insurers are tightening the management of their balance sheets. They are bringing together actuaries and internal model experts, as well as capital-steering and investment strategists, to form more integrated, strategically focused teams that oversee their asset and liability management (ALM).
Simulating the likely outcomes of liabilities against current assets reveals management questions and options, such as the following, that can transform an insurer’s fortunes:
Is your asset strategy truly driven by your ALM model? Or is it actually shaped by the need to produce quarterly earnings reports? How tight is the link between your risk capital model and your SAA? Do you know precisely—on a day-by-day, operational basis—the efficient frontier of all your assets? (By “efficient frontier”, we mean the set of investment positions that provide the highest return for the lowest level of capital consumption at an acceptable degree of expected volatility.)
Do the findings of your ALM simulations inform product development, to ensure that new business has a positive impact on the balance sheet and does not exacerbate existing mismatches or one-sided bets?
Is increasing investment allocations to higher-return assets your only option? Or could you switch to a more conservative asset strategy if required? Life insurers have been acting as a group in a cyclical fashion, switching in and out of risky assets during various peaks and crises over the past 20 years. We believe it is important to assess alternative ways to manage assets more actively.
Are you able to identify and act on opportunities to reduce capital market risk through open-market instruments or over-the-counter transactions? How much could you enhance your SAA if you sold off some of your liability risk or if you managed your liabilities—especially the back book—more actively?
Have you calculated the potential benefits of restructuring your liabilities, possibly even removing some from your balance sheet altogether?
Translation - Chinese 在欧盟推行偿付能力II之际，许多保险公司的账面上拥有大量过剩资本，而这种资本盈余将难以持续。随着存量业务准备金要求提高，资本利得兑现，投资者渴求现金，以及新资金流入受到低投资回报的阻碍，企业的资产策略将日益受到资本因素的限制。在这一情形下，一些寿险公司开始积极采取应对措施，加强对自身资产负债表的管理。这些寿险公司正在召集精算师、内部模型专家以及资本配置和投资策略师，组建更加一体化、更加具有战略针对性的团队来负责公司的资产负债管理（ALM）。
Translation - English SF Express has persisted through countless setbacks in expanding its business. But the curious question is why China’s leading courier company has yet to achieve a breakthrough in any of its projects.
In 2010 SF Express boasted sales of RMB12 billion, an 80,000-strong workforce, a 50% annual growth rate, and a 30% profit margin — these are essentially the figures that granted Wang Wei “bragging rights”.
On the flip side of this, however, is a set of challenges confronting SF Express:
First, a fiercely competitive market.
An intensely competitive courier market that keeps pushing down delivery fees, along with the rising costs of aircraft fuel, labor, warehouse rents and other mandatory expenditures, puts SF Express in a real bind. It has become an undisputed fact that the company, following explosive expansion, is now suffering slowed growth and squeezed profits.
Even the world’s most successful player in the low-margin courier business cannot do better than a 7% net profit. And so, considering that SF Express was then in a growth period that required large inputs of money and effort, it made sense that, by 2011, it could not even get to 1% in net profit. So how could it be expected to cover all those expenditures?
Second, encroachment from e-commerce platforms on which SF Express depends for business.
The entry of young corporate giants and the rise of upstarts have brought potential threats to SF Express's courier business.
E-commerce companies such as Alibaba, JD.com and Suning.com are developing their own logistics capabilities to reduce reliance on third-party logistics companies. Take Alibaba as an example. It bought stakes in Stars Express among other courier companies in early 2010, and then launched Wuliubao, a platform that, by accessing information from third-party courier services and warehouses, provides sellers with data services relating to warehousing, parcel dispatch and at-home parcel pick-up. Notably, other e-commerce players including JD.com and dangdang.com also started to build their own warehousing and logistics systems. In this context, the once-decently-profitable traditional logistics industry may find it impossible to keep its growth momentum.
Master's degree - Beijing Foreign Studies University
Years of translation experience: 6. Registered at ProZ.com: Apr 2018. Became a member: Apr 2018.
English to Chinese (Beijing Foreign Studies University. Graduate School of Translation and Interpretation) English to Chinese (CATTI) Chinese to English (Beijing Foreign Studies University. Graduate School of Translation and Interpretation) Chinese to English (CATTI)
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I have been a professional translator for 6 straight years working between English and Chinese—including 2 years as a full-time translator at China’s top financial institution, Ping An Group, and 4 years as a freelance translator serving a variety of clients. With those experiences under my belt, as well as a master’s degree from a Chinese top-2 translation school (BFSU), I believe I’m fully equipped to serve your translation needs with exceptional quality. To back that up, below is a list of selected clients I have worked with:
Client Name Subject Matter
Ping An Group Finance/Law/Medicine/Technology
UNESCO International organization/Culture
Shanghai Government Tourism
MIIT of the PRC Defense
Arla Pro Food/Marketing
Centre Pompidou Construction/Art
Marco Polo Tiles Interior design
Aviation Industry Corporation of China Aviation
Beijing Film Academy Gaming/Technology
Chinese Academy of Agricultural Sciences Agriculture
In total I have tackled 2 million+ words in translation, with proven expertise in such fields as finance, marketing and culture.