How does the Centre handle client

requests?
Delivering quality translations in all requested language combinations by the agreed deadlines: this is the challenge we take up every day at
the Translation Centre. Over the years, we have optimised our translation workflow to ensure that requests are dealt with as smoothly as
possible. Here are the different steps in our workflow, from handling incoming requests to delivery and client feedback:

1. Incoming requests
The Workflow Management Section (WMS) monitors incoming requests received via the eCdT Client Portal. It checks the files for conformity
with regard to the source document - language, page count and format - and verifies the service requested, as well as the deadline and
target languages required.

2. Pre-processing
WMS ensures that there are no layout issues with the original source files, collects the relevant reference material, retrieves the re-usable
content from translation memories and provides all working files and linguistic and terminological resources.

3. Translation
Once the pre-processing stage is complete, and depending on the results obtained, WMS decides whether the work should be assigned to
in-house translators or outsourced to the Centre’s network of specialised freelance translators. WMS assigns jobs to translators according to
their specialism, skills and mother tongue. The outsourcing criteria include internal workload, degree of confidentiality, subject matter and
document length. If a document is outsourced, WMS can rely on the relevant framework contracts agreed with external providers and can
also call on specific freelance contractors, depending on the topic and language combination.

4. Client Coordinator support

Translators can seek advice from the Centre’s Client Coordinators (who are members of the Translation Department) for any questions
related to the content of source documents.

5. Mid-processing
All the technical aspects of documents processed by freelance translators are checked by WMS.

6. Revision
All outsourced documents are revised by our in-house translators, who are required to fill in an assessment sheet on the quality of the
freelancer's work, in accordance with the terms of the framework contracts and the general conditions of the Translation Centre for language
services. All in-house translations are cross-checked by another translator within the relevant language team.

7. Post-processing
WMS checks the documents for completeness and adjusts the layout where necessary. In a similar manner, files to be delivered to clients
through web uploads are verified (completeness and display checks), rectified and uploaded by WMS.

8. Delivery
WMS ensures that the document is delivered to the client by the agreed deadline.

9. Client feedback management

The Client Coordination Group (External Relations and Communication Section) analyses the Client Satisfaction Forms (CSFs) returned by
the clients.
The Translation Centre strongly believes that sustained quality requires planning and organisation at management level, and has therefore
adopted a set of measures to be implemented before, during and after translation.

These measures are divided into three areas: i) quality prerequisites that create the right conditions for producing high-quality translations, ii)
quality control that is carried out during the translation process, and iii) quality measurement that enables the Centre to improve the quality of
its output over time.

Quality prerequisites
The key aspect in this area is the rigorous selection of in-house translators. The Centre recruits its staff on the basis of two General
Implementing Provisions on the recruitment of temporary agents and contract staff.

In addition, the Centre defines the criteria for public procurement procedures for the selection of external service providers very carefully so
that translation framework contracts are awarded to the best external contractors.

Quality control
Our linguists systematically check and revise the work completed by external contractors. As well as ensuring the quality of texts before
delivery to clients, this process also steadily increases the quality of freelance work throughout the duration of framework contracts. A
reranking procedure guarantees that external contractors are ranked upwards, or downwards, according to the quality of their work, so that
those with the best ratings eventually progress towards the top of the external contractors’ list. An assessment sheet is filled in for each
external job, which contains not only an overall assessment of the translation quality but also, where necessary, detailed information on the
types of errors encountered. In-house revisers will also draft feedback for freelance translators if need be and, where appropriate, the
corrected work is then sent to external service providers for future reference.

All in-house translations are cross-checked by a colleague in the same language team in line with the four-eyes principle and criteria defined
in the Translation Quality Assurance Manual.

Alongside these pre-delivery quality checks, in 2010 the Centre introduced ex-post quality checks, performed on a random sample basis,
whereby in-house translations are assessed by external experts.

Quality measurement
The Centre uses a number of tools to assess and ensure quality and client satisfaction, most notably the Client Satisfaction Form (CSF). This
allows clients who use the Centre’s Client Portal to provide positive or negative feedback on any document delivered, thereby enabling the
Centre to take note of client preferences and address any recurring issues at the same time. In addition to replying to feedback received on a
case-by-case basis, client comments are reviewed at an operational level to assess whether more wide-ranging quality measures can be
undertaken to meet client requirements.

The Centre also conducts periodic client surveys to measure long-term user satisfaction and identify areas for improvement in terms of
linguistic quality and the quality of its services as a whole. Such surveys are useful for identifying client perceptions of the Centre’s strengths
and weaknesses and for taking stock of how well the Centre delivers generally with regard to deadline compliance, quality, its
responsiveness to issues and its understanding of client-specific business needs and environments.