问答题朝气蓬勃，充满活力，丰富多彩的上海是现代中国的缩影。虽然上海的文化遗迹不能与北京媲美，但是上海迷人的城市风貌，风格各异的万国建筑为这座城市注入了无限的魅力。今日之上海，已经成为享誉中外的国际大都市。 　　漫步在这座日新月异的现代大都市里，你会发现许多精彩的历史亮点，隐现在众多摩天大楼背后的是上海发展变化的轨迹。它们记述了上海自十九世纪末开埠以来，尤其是新中国成立以后，是如何迅猛发展的。

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问答题It isn"t just an urban myth: life in a city really is getting more dangerous, and the sources of peril are not just human ones like muggers and reckless motorists. A report by UN-Habitat, an agency responsible for human settlements, says the number of natural disasters affecting urban populations has risen four-fold since 1975. Some of the reasons are obvious, others less so. As the world"s population grows, people are crowding into mega-metropolises, where life"s risks are horribly concentrated. The after-effects of a natural disaster can be especially dire in a vast, densely-packed area where sewers fail and disease spreads. At a pace that no urban planner can control, slums spring up in disaster-prone areas—such as steep slopes, which are prone to floods, mudslides or particularly severe damage in an earthquake. Many of the world"s cities are located on coasts or rivers where the effects of climate change and extreme weather events, from cyclones to heatwaves to droughts, are brutally and increasingly felt. Economic dislocation and human pain are also caused by events (like recent floods in the Indian city of Kolkata, see above) that are too small to grab global headlines. But there is no reason for the sort of fatalism that regards disasters, and their disproportionate effects on the urban poor, as something that has "always been with us" and will inexorably get worse. Intelligent planning and regulation make a huge difference to the number of people who die when disaster strikes, says Anna Tibaijuka, UN-Habita"s executive director. In 1995 an earthquake in the Japanese city of Kobe killed 6,400 people; in 1999 a quake of similar magnitude in Turkey claimed over 17,000 lives. Corrupt local bureaucracies and slapdash building pushed up the Turkish toll. The Indian Ocean tsunami of 2004, which killed at least 230,000 people, would have been a tragedy whatever the level of preparedness; but even when disaster strikes on a titanic scale, there are many factors within human control—a knowledgeable population, a good early-warning system and settlements built with disasters in mind—that can help to minimize the number of casualties. In some places, says Saroj Jha, a disaster specialist at the World Bank, tragic events have been a spur to serious national efforts to learn lessons and make buildings and infrastructure more robust. Often this has benefits that go far beyond the disaster-stricken area. He cites Turkey, India, Vietnam, Sri Lanka and Indonesia as countries that have learned from catastrophes. For example, after a quake in Gujarat which killed 20,000, India trained a small army of engineers, architects and builders to raise the quality of construction. The World Bank has recently started to focus more on avoiding disasters, rather than just helping to respond to them. There is more awareness that disaster-prone projects—such as clams which could burst—are worse than a waste of money. Given that events like earthquakes and tsunamis cannot be escaped, the bank is also doing more to help poor countries prepare for the worst. There are economic reasons for this, as well as humanitarian ones. Many vulnerable cities are big contributors to the surrounding country"s GDP—so an urban disaster could wreck an entire national economy. These include Tehran (which produces 40% of national GDP), Dhaka (60%), Mexico City (40%), Seoul (SOX) and Cairo (50%). And some of these urban spaces are disasters waiting to occur. The Bangladeshi capital of Dhaka (with a population of 11. 6m and rising) is built on alluvial terraces, exposed to flooding, earthquakes and rising seas. Tehran is in such an earthquake-prone area that some have suggested moving the entire city of 12m people. That will hardly happen; but better foundations could save countless lives if—or when—an earthquake strikes.

问答题The popular view when discussing urban transportation in American cities today is to decry its sorry state. Newspapers and journals are filled with talk of an "urban transportation crisis," of the "difficulties of getting from here to there," and so on at great length. Matters are reported to be getting worse—and very quickly. Everyone has his own favorite traumatic experience to report: of the occasion when many of the switches froze on New York's commuter railroads; of the sneak snowstorm in Boston that converted thirty-minute commuter trips into seven hour ordeals; of the extreme difficulties in Chicago and other Midwestern cities when some particularly heavy and successive snowstorms were endured. One reason for the talk of an urban transportation crisis in the United States today perhaps lies in a failure to meet anticipations. Many commuters expected to reduce their commuting times as systems improved, but instead found themselves barely able to maintain the status quo in terms of time requirements. Another reason for talk of crisis, almost certainly, is that the rate of improvement in the performance of urban transportation systems during rush hours has been markedly inferior to that expected during off-peak hours. Specifically, the ability to move quickly about American cities during non-rush hours has improved in a truly phenomenal fashion.

问答题合营企业设董事会，其人数组成由合营各方协商，在合同、章程中确定，并由合营各方委派。董事会是合营企业的最高权力机构，决定合营企业的一切重大问题。董事长由合营各方协商确定或由董事会选举产生。董事长是合营企业的法定代表人。董事长不能履行职责时，应授权其他董事代表合营企业。 董事会会议由董事长负责召集并主持。董事会会议应当有2/3以上董事出席方能举行。董事不能出席的，可以出具委托书委托他人代表其出席和表决。董事会会议应用中文和英文作详细记录，并在会议结束后14日内送交每位董事，由出席董事会会议的各位董事签字确认。

问答题The task of writing a history of our nation from Rome"s earliest days flus me, I confess, with some misgivings, and even were I confident in the value of my work, I should hesitate to say so. I am aware that for historians to make extravagant claims is, and always has been, all too common: every writer on history tends to look down his nose at his less cultivated predecessors, happily persuaded that he will better them in point of style, or bring new facts to light. Countless others have written on this theme and it may be that I shall pass unnoticed amongst them; if so, I must comfort myself with the greatness and splendor of my rivals, whose work will rob my own of recognition. My task, moreover, is an immensely laborious one. I shall have to go back more than 700 years, and trace my story from its small beginnings up to these recent times when its ramifications are so vast that any adequate treatment is hardly possible. I shall find antiquity a rewarding study, if only because, while I am absorbed in it, I shall be able to turn my eyes from the troubles which for so long have tormented the modern world, and to write without any of that over-anxious consideration which may well plague a writer on contemporary life, even if it does not lead him to conceal the truth.

问答题Give some examples on big companies' measures to prepare for the climate change.

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问答题Britain"s top surgeons have warned that new government contracts for junior doctors may accelerate the "brain drain" stripping the NHS of its most talented staff. In a letter urging Jeremy Hunt. the health secretary, to re-engage in talks to avert a strike that could delay up to 180,000 operations, more than 1,000 consultants sound the alarm about the falling number of applications to medical schools and rising dropout rates. Three days of walkout are set to disrupt non-urgent NHS services next month after 98% of the 28,305 junior doctors who took part in a British Medical Association (BMA) ballot backed strike action. Hunt has said the new contracts are necessary to provide a seven-day NHS and that a reduction in overtime rates for junior doctors at weekends would be compensated for by extra basic pay and a cut in the maximum number of hours a doctor can work in a week. He has accused the doctors" union of misleading its members, but the BMA says the government is trying to impose an unfair contract because some doctors" pay would drop. In the past two days more than 1,000 consultant surgeons have added their names to the letter, published today in The Sunday Times , urging NHS employers to "restart negotiations without the threat of preconditions or the imposition of the new contract to avoid further threats of industrial action". It highlights the fact that applications to medical schools have fallen this year and that in 2014, 40% of trainees dropped out before completing their core training against 25% the previous year. Among those who signed the letter is Nigel Standfield, a vascular surgeon and head of the London Postgraduate School of Surgery, which is responsible for 1,400 trainees. He said: "These figures are hugely alarming, especially given the amount of money that has been invested in their training. "The competition ratios for jobs are now so low that we are unable to maintain the high standards required and this is causing immense pressure on the hospital environment." In 2007 there were eight junior doctors competing for each surgical speciality post but now the ratio is just one to one, according to BMJ Careers. Shaft Ahmed, a council member of the Royal College of Surgeons, said hospitals were struggling to fill posts as trainees dropped out or moved abroad. This year 8,026 doctors have been issued with a certificate of current professional status, the paperwork needed to practice medicine outside the UK, against 4,564 in 2008. Ahmed said: "We are seeing a shortage of trainees and if the new contract goes ahead we face an even bigger exodus. Junior doctors have the right to strike but we are urging both parties to go back to the table." Consultants argue the proposed changes would see trainees "paid less to do extra hours, out of hours" and that those who took time out to do research or to have a family would be hit hardest. Stella Vig, chairwoman of the joint committee on surgical training, said: "Female surgeons will naturally take career breaks to have children but the proposed pay structure discourages this." Alistair Burt, a health minister, said Hunt had not ruled out mediation through the conciliation service Acas. He said up to 60,000 operations would be at risk of cancellation or delay on each day of strike action and described the industrial action planned for December 1,8 and 16 as "entirely avoidable". The Department of Health said: "Strike action always puts patients at risk so this blinkered and persistent refusal by the BMA to engage with the government is extremely disappointing." Junior doctors will provide a "Christmas Day" level of service on the first day of the strikes and a full walkout on the second two days from 8am to 5pm. Several trusts have said they will ask consultants to cancel elective work in order to cover emergency care. Dr Kathy McLean, medical director at the NHS Trust Development Authority, said: "We will be working with NHS England, trusts and foundation trusts on plans to manage the impact of industrial action and minimize disruption for patients."

问答题 Graduates from under-privileged backgrounds are to challenge the elitism of the barristers' profession, under plans outlined today. Reforms aimed at challenging the dominance of the rich and privileged classes which are disproportionately represented among the membership of the Bar will tackle the decline in students from poorer backgrounds joining the profession. They include financial assistance as well as measures to end the "intimidating environment" of the barristers' chambers which young lawyers must join if they want to train as advocates. The increasing cost of the Bar and a perception that it is run by a social elite has halted progress in the greater inclusion of barristers from different backgrounds. A number of high- profile barristers, including the prime minister's wife, Cherie Booth QC, have warned that without changes, the Bar will continue to be dominated by white, middle-class male lawyers. In a speech to the Social Mobility Foundation think tank in London this afternoon, Geoffrey Vos QC, Bar Council chairman, will say. "The Bar is a professional elite, by which I mean that the Bar's membership includes the best-quality lawyers practicing advocacy and offering specialist legal advice in many specialist areas. That kind of elitism is meritocratic, and hence desirable." "Unfortunately, however, the elitism which fosters the high-quality services that the Bar stands for has also encouraged another form of elitism. That is elitism in the sense of exclusivity, exclusion, and in the creation of a profession which is barely accessible to equally talented people from less privileged backgrounds." East month, Mr.Vos warned that the future of the barristers' profession was threatened by an overemphasis on posh accents and public school education. Mr. Vos said then that people from ordinary backgrounds were often overlooked in favour of those who were from a "snobby" background. People from a privileged background were sometimes recruited even though they were not up to the job intellectually, he added. In his speech today, Mr. Vos will outline the "barriers to entry", to a career at the Bar and some of the ways in which these may be overcome. The Bar Council has asked the law lord, Lord Neuberger of Abbotsbury, to examine how these barriers can be overcome, and he will publish his interim report and consultation paper before Easter. He is expected to propose a placement programme to enable gifted children from state schools to learn about the Bar, the courts and barristers at first hand. The Bar Council is also working towards putting together a new package of bank loans on favourable terms to allow young, aspiring barristers from poorer backgrounds to finance the Bar vocational course year and then have the financial ability to establish themselves in practice before they need to repay. These loans would be available alongside the Inns of Court's scholarship and awards programmes. Mr. Vos will say today. "I passionately believe that the professions in general, and the Bar in particular, must be accessible to the most able candidates from any background, whatever their race, gender, or socioeconomic group. "The Bar has done well in attracting good proportions of women and racial minorities and we must be as positive in attracting people from all socioeconomic backgrounds."

问答题"Isn't it funny/How they never make any money/When everyone in the racket/Cleans up such a packet. " That Basil Boothroyd poem was originally written about the movies, but it could just as well apply to banking. In its last three years, Bear Stearns paid $11. 3 billion in employee compensation and benefits. According to its 2007 annual report, Lehman Brothers shelled out $ 21. 6 billion in the three years before, while Merrill Lynch paid staff over $ 45 billion during the three years to 2007. And what have shareholders got from all this? Lehman' s got nothing (the company went bust). Investors in Bear Stearns received around $1.4 billion of JPMorgan Chase stock, now worth just half that after the fall in the acquirer's share price. Merrill Lynches shareholders got shares in Bank of America (BofA) which are now worth just $ 9.6 billion, less than a fifth of the original offer value. Meanwhile, Citigroup paid $ 34.4 billion to its employees in 2007 and is now valued by the stock market at just $18.1 billion. All this has reinforced the idea that banking is simply a gravy train for employees. The row over the early payment of bonuses at Merrill Lynch shows yet again that insiders' interests come first (those to BofA staff, however, are likely to shrivel). The case against banks goes something like this. Over the past 25 years, the cost of finance has been low and asset prices have generally been rising. That has encouraged banks to use more leverage in order to earn high returns on equity. The process of lending money against the security of assets, or trading assets with the banks' capital, helped to push asset prices even higher. A sizeable proportion of the profits that resulted from all this activity was then handed out to employees in the form of wages and bonuses. But when asset prices started to fall, the whole system unraveled. Banks were forced to cut the amounts that they had borrowed, putting further downward pressure on prices. The "shadow banking system", which relied on bank finance, started to default. The result was losses that outweighed the profits built up in the good years； Merrill Lynch lost $15.3 billion in the fourth quarter of 2008 alone, compared with the $12.6 billion of post tax profits it earned in 2005 and 2006 combined. In effect, executives and employees were given a call option on the markets by the banking system. They took most of the profits when the market was booming and shareholders bore the bulk of the losses during the bust. What about the efforts made to alignthe incentives of employees, executives and shareholders'? Employees were often paid in restricted stock and thus suffered heavily when their firms collapsed; Dick Fuld, the boss of Lehman Brothers, was a prominent example. Why then were bankers not more cautious, given the risks to their own wealth? There were two main reasons. First, their base packages (pay and cash bonuses) were sufficiently large to make them feel financially secure. That gave bankers a licence to gamble in the hope of earning the humungous payouts that would take them into the ranks of the .9 her-wealthy. The second reason was that the bankers simply did not recognize the risks they were taking. Like most commentators (including central bankers), they thought that the economic outlook was stable and that the financial system was doing a good job of spreading risk. Henceforth two things need to be done. The first is that the trigger for incentives( as we11 as the payments themselves) need to be longer-term in nature. Bonuses could still be paid annually but based on the average performance over several years~ if bankers are rewarded for increasing the size of the loan book, their pay off should be delayeduntil the borrower has established a sound payment record. The effect would be to claw back profits earned by excessive risk-taking. The second is that the banks' capital has to be properly allocated. If traders are given licence to use leverage to buy into rising asset markets, then the trading division should be charged a cost of capital high enough to reflect the risks involved. Impossible, the banks might say. our star employees will never tolerate such restrictions. But if there is ever going to be a time to reorganize the incentive structure now must be it. A threat to quit will be pretty hollow, given the state of investment banking. And few traders will have the clout to set up their own hedge funds in today's market conditions. In any case, the greediest employees may be the ones most likely to usher in the next banking crisis. Better to wave them goodbye and wish good luck to their next employer.1.What does the author mean by saying that "that banking is simply a gravy train for employees" (para. 3) ?

问答题中华文明历来注重亲仁善邻，讲求和睦相处。中国人在对外关系中始终秉承“强不凌弱”、“富不侮贫”的精神，主张“协和万邦”。中国人提倡“海纳百川，有容乃大”，主张吸纳百家优长、兼集八方精义。今天，中国坚定不移地走和平发展道路，既通过维护世界和平来发展自己，又通过自身的发展来促进世界和平。中国坚持实施互利共赢的对外开放战略，真诚愿意同各国广泛开展合作，真诚愿意兼收并蓄、博采各种文明之长，以合作谋和平、以合作促发展，推动建设一个持久和平、共同繁荣的和谐世界。

问答题When it comes to going green, intention can be easier than action. Case in point: you decide to buy a T shirt made from 100% organic cotton, because everyone knows that organic is better for Earth. And in some ways it is; in conventional cotton-farming, pesticides strip the soil of life. But that green label doesn't tell the whole story--like the fact that even organic cotton requires more than 2,640 gal. (10,000 L) of water to grow enough fiber for one T shirt. Or the possibility that the T shirt may have been dyed using harsh industrial chemicals, which can pollute local groundwater. If you knew all that, would you still consider the T shirt green? Would you still buy it? It's a question that most of us are ill equipped to answer, even as the debate over what is and isn't green becomes all-important in a hot and crowded world. That's because as the global economy has grown, our ability to make complex products with complex supply chains has outpaced our ability to comprehend the consequences--for ourselves and the planet. We evolved to respond to threats that were clear and present. That's why, when we eat spoiled food, we get nauseated and when we see a bright light, we shut our eyes. But nothing in evolution has prepared us to understand the cumulative impact that imperceptible amounts of industrial chemicals may have on our children's health or the slow-moving, long-term danger of climate change. Scanning the supermarket aisles, we lack the data to understand the full impact of what we choose--and probably couldn't make sense of the information even if we had it. But what if we could seamlessly calculate the full lifetime effect of our actions on the earth and on our bodies? Not just carbon footprints but social and biological footprints as well? What if we could think ecologically? That's what psychologist Daniel Goleman describes in his forthcoming book, Ecological Intelligence. Using a young science called industrial ecology, businesses and green activists alike are beginning to compile the environmental and biological impact of our every decision--and delivering that information to consumers in a user-friendly way. That's thinking ecologically--understanding the global environmental consequences of our local choices. "We can know that causes of what we' re doing, and we can know the impact of what we' re doing," says Goleman, who wrote the 1995 best seller Emotional Intelligence. "It's going to have a radical impact on the way we do business. " Over the past couple of decades, industrial ecologists have been using a method called life-cycle assessment(LCA) to break down that web of connection. The concept of the carbon footprint comes from LCA, but a deep analysis looks at far more. The manufacture and sale of a simple glass bottle requires input from dozens of suppliers; for high-tech items, it can include many times more. The good news is that industrial ecologists can now crunch those data, and smart companies like Coca-Cola are using the information to clean up their corporate ecology. Working with the World Wildlife Fund, Coke analyzed its globe-spanning supply chain--the company uses 5% of the world' s total sugar crop--to see where it could minimize its impact; today Coke is on target to improve its water efficiency 20% by 2012. Below the megacorporate level, start-ups like the website Good Guide are sifting through rivers of data for ordinary consumers, providing easy-to-understand ratings you can use to instantly gauge the full environmental and health impact of that T shirt. Even better, they'll get the information to you when you need it. Good Guide has an iPhone app that can deliver verdicts on tens of thousands of products. Good Guide and services like it "let us align our dollars with our values easily," says Goleman. But ecological intelligence is ultimately about more than what we buy. It's also about our ability to accept that we live in an infinitely connected world with finite resources. Goleman highlights the Tibetan community of Sher, where for millenniums, villagers have survived harsh conditions by carefully conserving every resource available to them. The Tibetans think ecologically because they have no other choice. Neither do we. "We once had the luxury to ignore our impacts," says Goleman. "Not anymore. /1.Why does the author give the example of buying a T shirt made from 100% organic cotton at the beginning of the passage?

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问答题Statistics show that lawyers are the most depressed of all professionals. Lawyers are always acting on behalf of someone else. Suicide is among the leading causes of death among lawyers.

问答题上海合作组织成员国能够超越彼此在地缘，文化等方面的巨大差异，紧密团结在一起，共同应对国际和地区风云变幻的考验，最根本的一点就是，上海合作组织的宗旨和原则符合各成员国的切身利益。它们是：第一，致力于发展成员国之间的睦邻友好关系；第二，致力于发展成员国在经济、文化、教育各个具体领域的合作，照顾各成员国的利益；第三，致力于打击恐怖主义、分裂主义和极端主义，维护地区的和平与稳定；第四，致力于促进建立公正和平文明的政治经济新秩序。这4个方面完全符合成员国的现实和长远利益。因此，尽管在过去5年国际上和本地区发生不少事情，但都没能动摇上海合作组织的基础。上海合作组织显示出强大的生命力，正蓬勃向前发展。

问答题Bluetooth is the newest kid on the technology block, and it holds a lot of promise for the assistive technology industry. Named for a 10th Century King of Denmark who unified the kingdoms of Denmark and Norway, Bluetooth is a short-range wireless communication specification that promises to improve and increase electronic access to a number of environments by overcoming some of the obstacles typical of current technology. Bluetooth technology will enable devices to communicate and transfer data wirelessly and without the line-of-site issues of infrared technology. So how does it work."? Bluetooth devices search each other out within their given operational range. Unlike devices that are wired together, Bluetooth devices do not have to be aware of the capabilities or properties of the devices to which they will connect beforehand. Bluetooth devices have a built-in mechanism that lets each device identify itself as well as its capabilities as it connects into this new Bluetooth network. This dynamic network does have a controlling device that designates itself as the master for the connection. Its programming and the capabilities necessary for the given task determine whether or not a device can be a master. For example, a cell phone may act as a master device when connecting to a headset, an ATM, or an information kiosk. However, the same cell phone or headset may act as a slave device to the information kiosk, now acting as the master device, broadcasting emergency evacuation information. The cell phone and kiosk can function in either capacity depending on the required function and their programming.

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