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会议口译指南
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来源:新译通翻译公司 时间:2006-06-03
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| 会议口译指南 |
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INTRODUCTION
As this booklet is intended for both practising conference interpreters and beginners, experienced colleagues will find many statements of the obvious, while newcomers to the profession may not always understand the reasons behind some of the suggestions.
Many interpreters, indeed some delegates, have contributed to the bouquets and brickbats from which this sort vademecum has been distilled.
Although our prime concern is with quality, that elusive something which is recognised by everyone but which nobody knows how to define, experience has amply demonstrate that breaches of simple rules can adversely affect not only the image that delegates have of interpreters but also the image that interpreters have of one another.
At a time when consecutive is becoming rarer, when the number of working languages is increasing rapidly, when an impersonal machine assigns an interpreter to a meeting on tin in the morning and one on dairy products in the afternoon, leaving no time for adequate preparation, when newly fledge (and sometimes decidedly underfledge) colleagues are being hastily drafted in to fill ever more booths, there is a pressing need to maintain quality and standards, to motivate newcomers to do so and generally to recognise that the profession’s reputation for quality rests on the sum of our individual efforts to secure it.
Although an attempt has been made in what follows to proceed in logical order, real life is rarely logical and things may turn out very differently.
I. CONTRACTUAL OBLIGATIONS
Offers of work may come from intergovernmental organisations, private bodies or firms, from professional conference organisers, ad hoc organisers or from colleagues.
When the offer comes from an intergovernmental organisation, the conditions of work and remuneration will almost certainly be in conformity with existing agreement or accepted practice. If in doubt, check with colleagues who work for such bodies. Agreements laying down conditions of employment and remuneration have been signed inter alia between AIIC and the UN family, the European Communities and the European Coordinated Organisations. They are reviewed every five years.
If the recruiter is a private organisation or firm, it may not be familiar with existing practice or professional requirements and tactful guidance may be necessary. If you have not been in the profession long enough to know how to respond, consult a more experienced colleague.
Professional conference organisers, if not interpreters themselves, may not always wish fully to apply internationally accepted professional standards, although many have learnt from experience that this can lead to unsatisfactory interpretation.
Most colleagues involved in recruiting interpreters will have either been your teachers in interpreters’ school or will have the same language combination as you. Any AIIC member may and can recruit.
Wherever the offer comes from, it is your responsibility to be aware of the terms and conditions of employment in the profession and to ensure that they are observed. Colleagues will explain if the intricacies of team strengths, language combinations, per noctems, etc. defeat you.
Read your contract before you sign it and always keep sour engagements’ book up date. Reply promptly to letters and offers of work. If you publish a telephone number make sure that somebody is usually there to answer and knows your availability, or invest in an answering machine and check it daily.
Open envelopes containing documents immediately, even if you do not need to study them until much later. Contracts, programmes or details of changes of venue may be hidden among a pile of conference papers and organisers are justifiably irritated when phoned for information that has already been sent out.
Once you have signed a contract, do not try to get out of it because someone has offered you something more attractive. If you need to be replaced, find out if a suitable colleague is free on the date(s) concerned, without further details at that stage, then approach the person who recruited you to see if the colleague you propose is acceptable. The person who recruited the team will have taken care to ensure that it is balanced linguistically and otherwise and will not be pleased if you disturb that balance. Remember that your reputation for reliability will suffer if you ask to be replaced.
II. PREPARING FOR A MEETING
It is a good idea to have a system to keep track of documents (past or current) relating to a particular subject or organisation. Unless you have a photographic memory (and even that can become clouded with time and overloaded) adopt a method for indexing key words, including the titles of officials and committees, with their translation into each of your working languages, so that you can retrieve them easily when needed. The better your mastery of the organisation’s structure and jargon, the more likely you are to be recruited again. Interpreters, even freelances, should identify with the “corporate image” of the organisation they are working for and seek to fit in with it.
If the organisers have taken the troubles to send you documents, study them, in all your working languages. You will find that minutes of past meetings or the proceedings of earlier congresses are the most useful but don’t hesitate also to use Encyclopaedias and basis text books for beginners. An interpreter needs to have as good a knowledge of the terrain as an `infantry-man` before going into the battle. Prepare your own multilingual glossary for the meeting. Note the terms specific to that particular group or topic, a Management Committee in one context may be Steering Group in another. Be prepared to share your glossaries with the other members of the team. Never be a terminology “freeloader”, relying on others to do the work.
In compiling glossaries, whether on a computer or manually, make sure that you have a logical system for sorting terms (e.g. by subject, organisation, committee, etc.) in alphabetic order for each language and which enables you to identify terms with the organisation that uses them in that particular way. If you decide to buy a computer, consult the AIIC computer working group (GRIP) on proven software and hardware.
Briefings, even very short ones before a session, can be a valuable addition to your preparation for a difficult technical meeting. They can also enhance the professional image of the interpreter. A well organised briefing, i. e. one attended by experts, preferably covering the working languages of the conference, and the interpreters, who have studied the conference papers and relevant textbooks in advance, can greatly improve interpretation performance. Experts usually appreciate informed questions and in the course of explaining the significance of a term, a process, etc. they develop a much better understanding of interpreters’ needs and much greater confidence in the interpreters’ ability to do the job satisfactorily.
III. TEAMWORK IN THE BOOTH
The only people who must be on time for a meeting are the interpreters. A group of delegates may habitually arrive late, but the day you do, you may find that they arrived on time and are waiting for you. Interpreters should be there 15 minutes before the scheduled starting time, to check whether any new documents have been circulated or ad hoc working groups convened, etc.
Working arrangements with colleagues should be based on a clear understanding of who does what when. Arrangements must take account of the needs of all the booths, overall language cover, working conditions, difficulty of the subject, etc. Slavish adherence to the clock or to dividing the work rigidly on the basis of the number of papers to be presented may serve neither your interests nor those of the delegates. For example, it is rarely advisable to change interpreters in the middle of a speech, unless it is very long.
In a team where all the working language are covered in each booth, there can be no excuse for systematic relay or the sudden absence of a given language combination. This can happen if there has been insufficient consultation between booth. In the absence of the chief interpreter, the team leader is responsible for coordinating `inter-booth` arrangements and must therefore be kept informed of what is proposed.
If relay cannot be avoided, there are ways in which the “pivot” (i.e. the interpreter from whom relay is being taken) and those taking relay can help one another. The “pivots” should make an extra effort to be clear and construct simple complete sentences. They should also make a point of stating the name of each new speaker.
Before the meeting starts, interpreters who need to take relay for a given language should inform the “pivot”, saying for which language they will be using relay. If the “pivot” does a good job, say so; if it is not very good do not rush into the booth to complain but try to be constructive instead, making it clear that you understand the difficulties and that you realise that you are adding to them by having to take relay. Tell the sound engineer that your booth will be relaying off booth x. Ask for a test run before the meeting starts, to be sure that you can hear the “pivot” clearly and that you can easily switch to the right booth. Relay systems can vary from one installation to another.
When not actually interpreting, do not leave the meeting room for longer than absolutely necessary. When not working continue to listen to what is going on and be firm, but courteous, with people who drop by for a chat. Keep track of the points of contention, jokes, metaphors which may crop up again and generally follow the course the meeting is taken. If your colleagues has unavoidably to leave the booth during his/her turn at the mike, do not abruptly hand over the mike the moment s/he returns. It takes a little while to pick up the thread of the discussion again. Brief your colleague on how far the discussion has progressed and on anecdotes or unusual terms which have been used by speakers. Likewise, if a new team is taking over after you, leave them a note in the booth telling them how far the meeting has got, etc.
If you want any special help from your boothmate(s), ask for it. If you resent help, say so. Unwanted help can be as much of a problem as assistance that is not forthcoming when required.
If you are an experienced interpreter, do not keep your `know-how` to yourself. Do not forget that not only are interpreters judged as a team but also that we were all beginners once. Similarly, if a colleague doesn’t know something, don’t spread it around, thereby creating a source of tension.
If you feel nervous, try not to spread the feeling. If you cannot conceal it, confide in your colleagues who can usually be of assistance in overcoming such difficulties.
As a general rule, respect your colleagues’ wishes (even unspoken) regarding socialising in the booth. Not every interpreter is able to deal simultaneously with a speech from the floor and your life story. If you are a staff interpreter working with a freelancer, or vice versa, try to break down the prejudice which the two groups sometimes feel towards one another. Show that you are eager to establish a good working relationship.
Even if you think you are one of the best known interpreters in the profession, introduce yourself to colleagues you have not met before. Experienced interpreters should make every effort to put newcomers at their ease and beginners should concentrate on doing a sound job rather impressing or pleasing their boothmate(s).
Never hand over copies of documents to enquiring journalists or visitors. You have a duty of confidentiality. Always refer such requests to the conference organisers.
Do not smoke in the booth without your colleagues’ consent. If you must smoke, do so outside the booth. Similarly, use perfume or aftershave sparingly. Too heady a scent can be as intrusive as tobacco smoke. It is not advisable to knit or manicure one’s nails in the booth, nor to be seen to be reading a newspaper in full view of the delegates or to be snatching a late breakfast. Not only is such behaviour likely to disturb your colleagues but it is also unlikely to impress the organisers and delegates with your professionalism.
Be discreet and respect the confidentiality of the proceedings. Do not comment in a loud voice on the meeting or a particular speech as you leave the booth. You may find yourself quoted in the next day’s newspaper or discover, when you turn round, that the speaker is just behind you. Do not discuss meetings in public, even with colleagues.
IV. ON THE AIR
The quality of booths and equipment can affect both your performance and the quality of reception for delegates. The following points are of particular importance:
Booths must be large enough, correctly ventilated and soundproofed. Interpreters must be able to work in comfort with the door closed, otherwise there will be sound interference between booths and with the meeting room.
Good sound equipment is essential. If the sound is not clear, ask the technician for assistance. Learn to adjust both volume and tone controls to strike the right balance between treble and bass. This will enable you to set the volume lower, thereby protecting your hearing.
There is an international standard for permanent booth and equipment (ISO `2603-1983`) and one for portable booths (ISO `4043-1981`).
No interpreter can provide a professional standard of interpretation unless the equipment and working conditions are up to minimum professional standards.
AIIC publishes a Directory of Conference Facilities which rates installations against the ISO standard. Copies can be obtained from the AIIC Secretariat as can copies of the Checklist to be filled in for new facilities or ones that have improved or deteriorated since the entry was published. It is wise to check that the facilities in which you are expected to work are adequate. If they do not appear in the Directory fill in a Checklist, return it to the Secretariat and inform the AIIC Technical Committee. If they are rated unusable, consult the other members of the team and the recruiting interpreter.
When you arrive on the first day of a meeting, introduce yourself to the sound engineer. If you need her/his help, ask for it courteously and calmly, perhaps through the team leader. The sound engineer is an important member of the team and his/her goodwill is essential. When the meeting is over do not leave without saying goodbye and thank you.
Remember that life is not always easy for delegates. Some have to wear headphones most of the time and they are less well protected from extraneous noise than interpreters. It is tiring enough to have to follow several days’ discussions and when this has to be done via interpretation, it becomes very demanding.
Always seek to be clear and lively in your interpretation. If a speaker is having to use a language other than her/his normal working language, try to convey the message with clarity. Never add your own comments or alter the emphasis of what is said. Your job is to communicate the speaker’s intended meaning, not to alter it. Be precise and remember the golden rule: as literally as possible, as freely as necessary. Be fluent in your delivery and as close to the patterns of spontaneous speech as possible. Dot not speak in sharp bursts followed by long pauses, nor in a monotonous `sing-song`. Match your register to that of the speaker and the audience If the speaker is using simple, plain words do not distort the original by using abstruse terms or particularly arcane expressions. Conversely, do not lapse into a familiar or jocular tone on formal occasions.
Keep your voice down, especially when interpreting a fast or difficult speaker, it will also help you to remain calm. If there is a considerable difference in volume between your voice and that of your colleague, ask the sound engineer to adjust the output volume whenever you switch from one to the other. Try always to speak at an equal distance from the mike and do not turn away from it while interpreting. Do not rustle papers, pour out glasses of water, drum your fingers on the work surface, etc., in front of an open mike. Avoid noisy bangles in the booth.
If you have to switch off in the middle of interpreting, use the cough button and not the main switch which returns listeners to floor. If the cough button does not work, let the sound engineer know.
Check, when you enter the booth, that the mikes are not on.
There are some meetings where it may be appropriate to establish contact with your listeners, so that they can give you feedback on terminology, etc. This can be done by introducing yourself at the start of the meeting: “Good morning, this is…, in the x booth. We would appreciate it if you would always speak into a microphone, not read too fast and we would be grateful for comments on terminology. Thank you.“ It encourages delegates to seek out the interpreters if something is not quite right but do not introduce yourself in this way unless the team leader considers it appropriate. It is not always appreciated by the organisers.
When interpreting, convey an interest in your listeners’ subject. Try to communicate humour if the original does and show that you take an interest in what you are doing.
In a number of respects, interpreting is like acting. Do not let your audience slip from your grasp. Watch the delegates listening to you for their reactions and hold their attention by being convincing and accurate. Make them forget they are hearing the speaker through an interpreter. Be helpful. Always quote document references clearly, if possible twice. When documents are being distributed, if a speaker is not using a mike a reading too fast, ask your listeners for assistance if appropriated. Do not shout into the mike or bang on the window, calm measured requests for help, uttered over the mike, are more effective.
If you have a chronic cough, from smoking or a chest infection, try not to make a noise while a mike is switched on, either yours or your colleague’s: it is unpleasant for the delegates and my disturb the other interpreter’s concentration.
Do not make remarks about delegates. Mikes are sometimes left on by mistake.
V. CONTACT WITH DELEGATES
During the meeting, try to be an ambassador for the profession and the colleague who recruited you. Good communication with delegates and organisers make for good interpretation.
Coffee breaks, receptions, luncheons and dinners afford opportunities for improving the image of the profession. If you have a question for a delegate introduce yourself and put a question succinctly. Do not monopolise the delegate’s attention as meetings give participants a chance to make contacts and deal with business or professional matters. If the interpreters take up too much time, it may well be resented.
Always dress to fit in with the meeting, not for the effect. You may find yourself having to interpret in consecutive at a luncheon or because the equipment is out of order.
If a delegate compliments you, be loyal to your colleagues and include them in the tribute. Try to cover up for any shortcomings in the team and never criticise colleagues to others.
It is not considered ethical to distribute visiting cards and telephone numbers to participants.
If somebody mentions recruiting you for another meeting, there are two ways of handling the situation. If you have been recruited by a colleague, whether a member of the team or not, note down the person’s name and address and pass it on to the recruiting colleague. In return that colleague will almost certainly include you in the team if your language combination and domicile fit. If you were recruited directly by the organisation, there is nothing to prevent you organising a team if asked. When doing so, always refer to the appropriate AIIC publications regarding teams strengths, typical fees and per diems (available from the AIIC Secretariat). Acquaint yourself with the Code, its annexes and the guidelines for consultant interpreters. If you have any queries, consult either your Regional Secretary or an experienced recruiting colleague.
Remember that your team should convey as favourable an image of the profession as that held by the person who asked you to recruit. Do not use mediocre interpreters or make up a team of beginners just because these two groups are easier to get hold of.
It is always a good thing to include beginners in a team, they are the next generation of interpreters, but always obtain the agreement of the more experienced colleague in the team. Use beginners for meetings that they can prepare for extensively and in the right language combinations. Do not put them on the spot by offering them meetings which require quite a lot of experience. Do not mislead colleagues as to the subject of the meeting, pretending that it will be purely administrative when you know that it is in fact on organic chemistry.
VI. MEDIA INTERPRETATION
When interpreting for television or radio, an increasingly common occurrence, an interpreter faces a new set of challenges and is subject to additional constraints.
In addition to the usual requirements, when working for TV or radio, an interpreter’s style and delivery need to be particularly smooth and clear, regardless of the original. This is because TV and radio audiences are accustomed to the well trained voices of newsreaders and commentators and do not understand or appreciate the very different demands made of interpreters.
In addition, the media interpreter must be very quick, attacking an utterance without the usual delay (which is unsettling to listeners) and with as little overhang as possible once the speaker has finished. In a typical interview, the interviewer comes in all the time with fast snappy questions and the interpreter has to match the interviewer’s timing so as not to lessen the effect and take the punch out of the questions and answers. It is advisable to have as many interpreters as there are speakers, no matter how short the broadcast, to avoid problems of speaker identification for listeners or viewers and to ensure that the interpreter can cut in as soon as the speaker starts.
While the sound engineers are experts in their field, they may have little or no experience of the needs of interpreters. You may find, when you turn up at a studio for the first time, that you are expected to work from a little `out-of`-`the-way` cubby hole, with no direct view of the speaker (but a TV monitor instead); heavy stereo headsets and no volume control. It is essential to contact the broadcasting organisation well in advance, letting them have a list of basic technical requirements, perhaps in the form of a memo for the chief sound engineer.
Never attempt to interpret a scripted exchange without a copy of the scrip and make sure that you are given it sufficiently in advance to be able to prepare it.
Media interpreting can be very rewarding but it required cool nerves, very good technique and considerable skill. It is likely to be more in demand in the future and can do a lot to enhance our professional image generally.
VII. WORKING LANGUAGES
Professionals must be honest with themselves about their working languages. Experienced colleagues will know when they can safely work from a C into a B language, in either consecutive or simultaneous. They also know that they should not accept work into a C unless it is being upgrade into a B and the AIIC qualifying period for the change has not yet been completed.
Colleagues who recruit should be able to rely on the AIIC language classification but it is always safer to check that somebody will work into a B in either consecutive or simultaneous or that the interpreter agrees to act as a pivot out of a C language.
A reliable bilingual may prove more useful on a team than somebody with a long string of Cs. Sometimes an interpreter will downgrade a B to a C as languages can lose their cutting edge from disuse or prolonged absence from that language community. Rarely used Cs can also be dropped to avoid disasters.
If you do not live in a country where your A language is spoken, make every effort to keep abreast of linguistic, cultural political and social developments.
Listen carefully to how the language is used by native speakers from the countries other than yours and note their use of words and expressions.
Language is constantly changing and usage varies over time and over distance, so we can never relax our linguistic vigilance.
VIII. THE SPECIALIST VS THE GENERALIST
Article 3 of the AIIC Code of Professional Conduct states:
“Members of the Association shall not accept engagements for which they are not qualified.”
It is difficult to apply this provision scrupulously because it is not always possible to establish in advance the extent of the technical nature of the meeting. A medical conference may turn out to be about computerising statistics and a computer meeting may be about almost anything.
Our fees, prestige and reputation are based on our ability rapidly to master different forms of technical discourse and to acquire an adequate understanding of complex processes.
If you have training or experience in a particular field, let colleagues know; however, you are unlikely to be able ton confine yourself to that subject alone, as you may find there is not enough work.
Another reason why interpreters need to be generalists rather that specialists, is that organisers increasingly seek to recruit locally because the high cost of travel and per diems.
IX. KEEP IMPROVING
If you are a beginner, pay attention to how experienced colleagues tackle a particular difficulty or subject, especially those with your languages. Observe what they do, note their strengths and even their weaknesses. Decide what is worth emulating and what should be avoided.
Study the documents you have managed to get hold of. Read up the technical or professional procedures to be discussed and the theories underlying the subjects covered by the papers. Not only will this greatly improve your understanding of what is being said but will help you to cope with fast or difficult speakers and give you the feeling that you are on top of subject.
Nobody can be expected to own every dictionary or glossary published but they are tools of our trade and money invested in the latest versions of specialised dictionaries is a sound investment. Ask more experienced colleagues for advice on what to buy and be ready to let the others make use of your reference books.
Cassette recorders are also very useful. Use one (twin track so that you can compare your interpreted version to the original) to record yourself in the booth and then analyse it with a view to identifying both your strengths and your weaknesses. This is a useful exercise that should be undertaken at regular intervals throughout an interpreter’s career. It enables one to pinpoint irritating speech mannerisms, poor diction, choppy delivery and all the other defects that can urn good interpretation into bad and spoil a reputation. This exercise can be particularly useful if you are doing a difficult meeting because you will be more tense than usual and your shortcomings will be all the more marked. When you analyse your performance, pay attention to accuracy and faithfulness to the original and also to fluency and delivery, style and clarity of the message.
Do not, however, make recordings yourself without first clearing with the organiser. As interpreters we are bound to professional secrecy by our Code of Conduct and it would be unprofessional not to obtain the organiser’s prior consent.
If you do not like the sound of what you hear, do something about it. If you identify linguistic weaknesses, be prepared to spend some time in a country of that language or go on one of the increasing number of language enhancement curses being run by AIIC members. If the problem is one of content, make a sustained effort to fill in your knowledge of the areas in which you are weak. Check the AIIC Bulletin for special courses run by colleagues on such areas as Medical Terminology, Legal and Court Interpreting, etc.
Pay particular attention to your voice. Voice is probably the feature in an interpreter to which delegates attach the greatest importance. Time and time again a good interpreter has been poorly ranked by delegates because of an unpleasant voice or tiresome vocal mannerisms. Less able, less accurate colleagues have been preferred because of a pleasant voice and reassuring delivery. It is difficult to assess the quality of one’s own voice, so get a third party, who does not know you, to listen to a recording of your voice and comment on it. If the response is not entirely satisfactory take action. A lot can be done to improve the sound of one’s voice and as voice is as essential to an interpreter as to an actor, it is worth a special effort. If your delivery is uneven, practice different styles of delivery. If you are still not satisfied with your progress, be prepared to invest little money in sessions with a voice coach.
You can always ask a colleague with the right language combination or specialist of a particular subject, to listen to you during a meeting and to comment on both content and delivery. If somebody asks you to do the same, seek to be constructive in your comments. It can be a `two-way` process.
Technology, language, media are constantly developing and unless interpreters develop with them, the will not be able to keep up with the demands of the profession.
X. OTHER USEFUL HINTS
When working in consecutive, always insist on being seated at the table and within comfortable hearing distance of all speakers.
If slides or film are to be shown, ask the sound engineer to make sure the screen is placed where it is clearly visible to all booths. If necessary explain firmly but courteously that if you cannot see, you cannot do your job properly.
If a film is to be shown, do not attempt to interpret the soundtrack unless you have a direct feed to your headset and have had a chance to study the script in advance. Film and TV commentaries are spoken too fast to be interpreted correctly without a prepared script to hand.
If the interpretation is being recorded, ask for what purpose. If it is for subsequent sale or commercial exploitation, AIIC rules on copyright apply. Check with the Secretariat if necessary.
If you need glasses for reading or seeing slides on a screen, be sure not to forget them at home or in the hotel. If the screen is very far away, opera glasses may be useful.
Remember to keep careful accounts of income and professional expenditure so that you can easily prepare your income tax and, if applicable, VAT returns.
XI. AIIC MEMBERSHIP
As this booklet is an AIIC publication, you will not be surprised to find yourself enjoined to apply for membership of your professional association as soon as you start working as a conference interpreter.
The first step is to get three AIIC colleagues to sign the form registering you as a candidate. This confirms that indeed you are working as a professional. Once you have completed 200 days work you will need at least five signatures (the actual number depends on the number of language pairs to be covered) from AIIC colleagues of five years standing or more who have worked with you and are prepared to vouch for your professionalism and language combination. The rules on how the language combinations should be covered by sponsors are quite complicated but when the AIIC Secretariat sends you the forms, these will explain the procedure.
CACL (AIIC Committee on Admissions and Language Classification) will publish your name, language combination, address, domicile and sponsors in the AIIC Bulletin and if no objection is received within 120 days, you automatically become a full member and will appear in the next issue of the AIIC Yearbook. Whether you are a freelance or staff interpreter, this is an important stage in your career.
As a member you will have a chance to influence how the profession develops. Do not just pay your dues but be an active member, attend regional meetings, go to General Assemblies, join voluntary groups tackling issues in which you are interested. Adhere scrupulously to the provisions of the Code of Professional Conduct – it is the guarantee of our professional standard in the eyes of the world at large. If you want to amend something or change it, see if you can find `like-minded` colleagues and put proposals to your regional meeting and to the General Assembly in accordance with the procedure laid down for that purpose.
AIIC can only be what it is, i.e. a democratically run professional association, if all its members take an active interest in its affairs. This means reading its publications, first and foremost the Bulletin, and even contributing a letter or, why not, an article.
If you are asked to act as sponsor for a new member, read the CACL rules carefully and remember that in sponsoring the candidate you are implying that you would be prepared to recruit that person for the language combination you cover. Once you have agreed to be a sponsor, you must be prepared to defend your judgement if challenged and support the candidate. If you refuse to sponsor a candidate, give your reasons openly and fairly. A candidate may find less demanding sponsors but you will have reminded that person of the standards set by the profession.
CONCLUSIONS
We hope that these points will prove useful, as guidance to beginners and reminders to more experienced colleagues.
Inevitably a number of things have been omitted and doubtless others expressed less clearly then they might have been. The Guide is update regularly and suggestions for additions, changes etc. will be most welcome. Write to the Secretariat.
This booklet is the result of a joint effort, involving many people. Its sole purpose is to contribute to maintaining the quality image of our profession, which must be the aim of all of us, beginners and old timers alike. | |
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