SolutionBrief-Riverbed-AccelerateServerBackup
《水工程经济》课件
3
Economic Viability
Determining whether a water project is financially viable by comparing the costs and benefits over the project's lifespan.
水工程项目的融资策略
水管理的机制与框架
Water Management Organizations
Exploring the different organizational structures for water management, including river basin authorities, water utilities, and regulatory agencies.
industrial development, and
models for water services to
agricultural practices.
ensure efficiency, fairness, and
sustainability.
3
Water Conservation
Incentives
水工程项目的成本效益分析
1
Cost Analysis
Understanding the financial aspects of water engineering projects, including construction costs, operational expenses, and maintenance budgets.
water projects and
financing, such as
2021年12月大学英语CET四级预测押题卷一和答案解析
2021年12月四级考试预测押题卷（一）Part I Writing(30minutes)Directions:For this part,you are allowed30minutes to write a letter to offer your suggestions to your cousin who sought your advice on how to make his resume distinctive.You should write at least120words but no more than 180words.Part II Listening Comprehension(25minutes)Section ADirections:In this section,you will hear three news reports.At the end of each conversation,you will hear four questions.Both the news report and the questions will be spoken only once.After you hear a question,you must choose the best answer from the four choices marked A),B),C)and D).Then mark the corresponding letter on Answer Sheet1with a single line through the centre.Questions1and2are based on the news report you have just heard.1.A)Two.B)Three.C)Four.D)Five.2.A)He called the police after the accident.B)He broke his arm in the accident.C)He was caught taking drugs.D)He was arrested by the police.Questions3and4are based on the news report you have just heard.3.A)A cure to brain cancer.B)A new surgical instrument.C)A pen that can identify cancerous tissue.D)A new drug that can eliminate cancerous tissue.4.A)Finding the border between the cancerous and normal tissue.B)Identifying the accuracy rate of the new device.C)Improving their speed of removing a tumour.D)Using the new device in brain surgery.Questions5to7are based on the news report you have just heard.5.A)To collect scientific data on it.C)To take photos of the storm on it.B)To monitor the storm on it.D)To investigate its environment.6.A)It has lasted for nearly350years.B)It has lasted for more that350months.C)It seems to be getting smaller.D)It seems to be getting larger.7.A)What initially caused the storm.C)What is the impact of the storm.B)What is underneath the storm.D)What makes the storm last for so long.Section BDirections：In this section,you will hear two long conversations.At the end of each conversation,you will hear four questions.Both the conversation and the questions will be spoken only once.After you hear a question,you must choose the best answer from the four choices marked A),B),C),and D).Then mark the corresponding letter on Answer Sheet1with a single line through the centre.Questions8to11are based on the conversation you have just heard.8.A)It’s for disabled adults.B)It’s in a sports centre.C)It’s rewarding and challenging.D)It’s compulsive in her community.9.A)The skills they need.B)The products they have.C)The market they target.D)The language they require.10.A)Diversify markets and sales strategies.B)Reduce costs and jobs.C)Learn from other companies.D)Listen to the opinions of experts.11.A)The salary and the workload.B)The office hour and the penalty system.C)The welfare and the holiday system.D)The ethical policy and the carbon footprint.Questions12to15are based on the conversation you have just heard.12.A)Double-decker buses.B)The traffic in London.C)Bus routes.D)Travels in Britain.13.A)It has no windows.B)People get onto it at the front.C)It has two carriages.D)It is open at the back.14.A)Uncomfortable.B)Noisy.C)Dangerous.D)Shabby.15.A)Bendy buses can help reduce the traffic jam.B)Bendy buses are more environmentally friendly.C)Bendy buses are convenient for people in wheelchairs.D)Bendy buses are more popular among tourists.Section CDirections:In this section,you will hear three passages.At the end of each passage,you will hear some questions. Both the passage and the questions will be spoken only once.After you hear a question,you must choose the best answer from the four choices marked A),B),C)and D).Then mark the corresponding letter on Answer Sheet1 with a single line through the centre.Questions16to18are based on the passage you have just heard.16.A)They had four toes.B)They were not as big as dogs.C)They lived in South America.D)They lived in thick forests.17.A)They had long legs and a long tail.B)They were smaller and had front eyes.C)They began to eat grass as well as fruit.D)They were bigger and had long legs.18.A)They evolved into donkeys in Asia and Africa.B)They used their long legs to run south to South Africa.C)They began to eat apples on the North American plains.D)They preferred grass to fruit and vegetables.Questions19to21are based on the passage you have just heard.19.A)Being rejected by friends and teachers.B)Staying away from his native land.C)Adapting to new study expectations.D)Keeping a balance between study and job.20.A)Talking with older brothers or sisters.C)Starting a conversation with close friends.B)Having a casual talk with a college student.D)Playing with friends on the same sports team.21.A)Follow traditions of with a college student.C)Respect the customs of different colleges.B)Take part in as many activities as possible.D)Take others’advice as reference only.Questions22to25are based on the passage you have just heard.22.A)They tend to harm wildlife.C)They are thrown away everywhere.B)They are hardly recyclable.D)They are made from useless materials.23.A)It is fatal.B)It is weird.C)It is very serious.D)It is complicated.24.A)The sea creatures that have taken in then are consumed by humans.B)The ocean’s ecology has been polluted and affected humans.C)Humans eat the seabirds that have swallowed plastic particles.D)Humans consume the fish that have eaten sea creatures with them.25.A)Its use has been drastically reduced.C)Most products use natural materials.B)It is still an indispensable material.D)The use of plastic items will be charged.PartⅢReading Comprehension(40minutes)Section ADirections:In this section,there is a passage with ten blanks.You are required to select one word for each blank from a list of choices given in a word bank following the passage.Read the passage through carefully before making your choices.Each choice in the bank is identified by a letter.Please mark the corresponding letter for each item on Answer Sheet2with a single line through the centre.You may not use any of the words in the bank more than once.Questions26to35are based on the following passage.A third of the planet’s land is severely degraded and fertile soil is being lost at the rate of24bn tonnes a year, according to a new United Nations-backed study that calls for a shift away from destructively intensive agriculture, The alarming____26____,which is forecast to continue as demand for food and productive land increases,will ass to the risks of conflicts unless____27____actions are implemented,warns the institution behind the report.“As the ready supply of healthy and productive land dries up and the population grows,competition is ___28___for land within countries and globally,”said executive secretary of the UN Convention to Combat Desertification(UNCCD)at the launch of the Global Land Outlook.“To___29____the losses,the outlook suggests it is in all our interests to step back and rethink how we are managing the pressures and the competition.”The Global Land Outlook is____30____as the most comprehensive study of its type,mapping the interlinked impacts of urbanization,climate change,erosion and forest loss.But the biggest factor is the___31___of industrial farming.Heavy tilling,multiple harvests ans___32____use of agrochemicals have increased yields at the____33____of long-term sustainability.If the past20years,agricultural production has increased threefold and the amount of irrigated land has doubled,notes a paper in the outlook by the Joint Research Centre(JRC)of the European commission.Over time,however,this___34___fertility and can lead to abandonment of land and ___35___desertification.A)absorb I)limitedB)abundant J)minimizeC)billed K)occasionallyD)decline L)optimizesE)diminishes M)rateF)expansion N)remedialG)expense O)ultimatelyH)intensifyingSection BDirections:In this section,you are going to read a passage with ten statements attached to it.Each statement contains information given in one of the paragraphs.Identify the paragraph from which the information is derived. You may choose a paragraph more than once.Each paragraph is marked with a letter.Answer the questions by marking the corresponding letter on Answer Sheet2.Take Naps at Work.Apologize to No One[A]In the past two weeks I’ve taken three naps at work,a total of an hour or so of shut-eye while on the clock.And I have no shame or uncertainty about doing it.I couldn’t feel better about it,and my productivity reflects it,too.[B]Sleeping on the job is one of those workplace taboos-like leaving your desk for lunch or taking an afternoon walk-that we’re taught to look down on.If someone naps at2p.m.while the rest of us furiously write memos and respond to emails,surely it must mean they’re slacking off(偷懒).Or so the assumption goes.[C]Restfulness and recharging can take a back seat to the perception and appearance of productivity.It’s easier to stay on a virtual hamster(仓鼠)wheel of activity by immediately responding to every email than it is to measure aggregate productivity over a greater period of time.But a growing field of occupational and psychological research is building the case for restfulness in pursuit of greater productivity.[D]Companies are suffering from tremendous productivity problems because people are stressed out and not recovering from the workday,said Josh Bersin,Principal and Founder of Bersin by Deloitte.“They’re beginning to realize that this is their problem,and they can’t just say to people,‘Here’s a work-life balance course,go teach yourself how to manage your inbox,’”Mr.Bersin said.“It’s way more complicated than that.”[E]To be sure,the ability to nap at work is far from widespread,experts said.Few among us have the luxury of being able to step away for a half-hour snoozefest.But lunch hours and coffee breaks can be great times to duck out,and your increased productivity and alertness will be all the evidence you need to make your case to inquiring bosses.[F]In an ideal world,we’d all solve this problem by unplugging early and getting a good night’s sleep. Here’s our guide on how to do just that.But the next best thing is stealing away for a quick power nap when you’re dragging after lunch.[G]In a study published in Nature Neuroscience,researchers tested subjects on their perceptual performance four times throughout the day.Performance deteriorated with each test,but subjects who took a30-minute nap between tests stopped the deterioration in performance,and those who took a60-minute nap even reversed it.[H]“Naps had the same magnitude of benefits as full nights of sleep if they had a quality of nap.”said Sara Mednick,a co-author of the study and associate professor of psychology at the University of California,Riverside.[I]Dr.Mednick,a sleep researcher and the author of Take a Nap!Change Your Life,said daytime napping can have many of the benefits of overnight sleep,and different types of naps offer specific benefits.[J]For example,Dr.Mednick said a20-to60-minute nap might help with memorization and learning specific bits of information.It’s just long enough to enter stage-two sleep,or non-rapid eye movement(R.E.M.)sleep.[K]After60minutes,you start getting into R.E.M.sleep,most often associated with that deep,dreaming state we all enjoy at night R.E.M.sleep can improve creativity,perceptual processing and highly associativethinking,which allows you to make connections between disparate ideas,Dr.Mednick said.Beyond that,your best bet is a90-minute nap,which will give you a full sleep cycle.[L]Any nap,however,can help with alertness and perception and cut through the general fog that creeps in during the day,experts said.[M]So how did we even arrive at this point where aptitude is inextricably tied(紧密相连)to working long, concentrated hours?Blame technology,but think broader than smartphones and laptops;the real issue is that tech has enabled us to be available at all times.[N]“We went through a period where people were in denial and business leaders were ignoring it,”Mr. Bersin said.“They were assuming that if we give people more tools,more emails,more Slack,more chatter,and we’ll just assume they can figure out how to deal with it all.And I think they’ve woken up to the fact that this is a big problem,and it is affecting productivity,engagement,health,safety,wellness and all sorts of things.”[O]It isn’t just office workers who can benefit from an afternoon siesta(午睡).A2015study published in Current Biology looked at the at the sleeping habits of three hunter-gatherer preindustrial societies in Tanzania, Namibia and Bolivia.[P]“They’re active in the morning,then they get in the shade under the trees and have a sort of quiet time, but they’re not generally napping,”said Jerome Siegel,professor of psychiatry and biobehavioral sciences,and director of the U.C.L.A.Center for Sleep Research,a co-author of the study.“Then they do some work and go to sleep,and they sleep through the night.”[Q]Still,Mr.Siegel said,“the only genuine way to solve daytime sleepiness and fatigue starts the night before with a solid night’s sleep.”The real Holy Grail of restfulness is a regular sleep schedule with ideally seven or eight hours of sleep each night,which experts say is optimal.[R]“Daytime napping certainly does increase alertness,”Mr.Siegel said.“But it’s not as simple as going to the gas station and filling the tank.”[S]He also advises avoiding caffeine late in the day and waking around the same time every morning,even if you can’t get to sleep at the same time every night,This helps acclimate(使适应)your body to your regular wake-up time,regardless of how much sleep you got the night before.[T]So if you’ve made it this far and you’re interested in giving workday naps a try(or just starting to nod off),here’s a quick guide to the perfect nap;Find a quiet,unoccupied space where you won’t be disturbed.Try to make your area as dim as possible(or invest in a sleep mask you can keep in the office).Earplugs might help.too.Aim for around20minutes.Any longer than that and you’re likely to wake up with sleep inertia(睡眠惰性)，which will leave you even groggier(头脑昏沉的)than before.36.Participants’perceptual performance became better after sleeping one hour between tests in an article inNature Neuroscience.37.Jerome Siegel found that only by sleeping soundly through the previous night could people tackle theirweariness during the day.38.Our talent is closely bound to working with concentration for long periods of time because technologymakes us accessible24/7.39.Taking a nap at work is normally regarded as laziness that should be held in contempt and avoided inworkplace.40.Between20to60minutes,people can get into non-REM sleep which may improve memory and learningability according to Dr.Mednick.41.People can doze off at lunch and coffee breaks and defended themselves by saying their improvedproductivity and alertness when bosses investigated their whereabouts.42.The author’s tips on taking a perfect nap involve sleeping place,environment and duration.43.The author believes business leaders are aware that availability at any time due to technology has negativeeffects on every aspect of people’s life.44.The optimal length of a nap was an hour and a half so that people could go through a complete sleep cycle.45.Josh Bersin mentioned the cause of companies’big productivity problems and the solution which needsmore that just employees’efforts.Section CDirections:There are2passages in this section.Each passage is followed by some questions or unfinished statements.For each of them there are four choices marked A),B),C)and D).You should decide on the best choice and mark the corresponding letter on Answer Sheet2with a single line through the centre.Passage OneQuestions46to50are based on the following passage.Every office worker hates meetings.But it’s a strange sort of hate,similar to the hatred of Londoners for the Northern Line,or New Yorkers for tourists who walk too slowly:the dislike is real,yet if the despised thing were to vanish,it’d be like surrendering a piece of your soul.When researchers probed into why people put up with the strain that meetings place on their time and sanity, they found something-those who resent and dread meetings the moat also defend them as a“necessary evil”, sometimes with great passion.True,research suggests that meetings take up vastly more of the average manager’s time than they used to.True,done badly,they’re associated with lower levels of innovation and employee wellbeing(幸福).But that’s just office life,right?It’s not supposed to be fun.That’s why they call it work.Underlying(引起)this attitude is an assumption that’s drummed into us not just as workers but as children, parents and romantic partners;that more communication is always a good thing.So suggestions abound for(大量存在)communicating better in meetings-for example,hold them standing up,so speakers will come to the point more quickly.But even when some companies consider abolishing meetings entirely,the principle that more communication is better isn’t questioned.If anything,it’s reinforced when such firms introduce“flat”management structures,with bosses always available to everyone,plus plenty of electronic distraction.In fact,constant connectivity is disastrous for both job satisfaction and the bottom line.And anyway,once you give it three seconds’thought,isn’t it cleat that more communication frequently isn’t a good thing?Often,the difference between a successful marriage and a second-rate one consists of leaving about three or four things a day unsaid.At work,it’s surely many more than four,though for a different reason;office communication comes at the cost of precisely the kind of focus that’s essential to good work.Yet we’re so accustomed to seeing talking as a source of solutions-for resolving conflicts or finding new ideas-that it’s hard to see when it is the problem.46.What does the author say about meetings?A)Londoners hate them as well as the Northern Line.B)They can help to keep workers’physical and spiritual health.C)Workers might be reluctant to give up them completely.D)New Yorkers dislike meetings more than Londoners.47.What did researchers find about people’s attitude towards meeting?A.Their attitude and behavior are paradoxical.B)People who hate meetings the most are senior insane.C)Those who like meetings might be considered insane.D)More meetings are regarded as a sign of less innovation.48.Why do people think that more communication is always a good thing?A)Because the concept is firmly believed by workers.B)Because everyone loves to communicate with others.C)Because the idea has been instilled into people’s mind.D)Because communication is vital for building relationships.49.What does the author think of the“flat”management structure?A)It forces bosses to frequently contact their employees.B)It helps to soften employees’bottom line of work.C)It is definitely a disaster to employees’job satisfaction.D)It strengthens people’s deeply-rooted notion of communication.50.What is the author’s argument about office communication?A)It is an effective way to solve office conflicts.B)It affects work efficiency in a negative way.C)It should come to a halt at intervals.D)It is useful for workers to find new ideas.Passage TwoQuestions51to55are based on the following passage.The Internet has enabled the spread of information at lightning speed.This information revolution has created tremendous business opportunities for online publishers,but not all of them maintain proper quality-control mechanisms to ensure that only good information is being shared.Instead,many publishers aim simply to make money by whatever means possible,with no regard for the implications for society at large.When selfish publishers set up shops online,the primary goal is to publish as much as possible,often at the cost of quality.In this respect,many publishers start numerous online journals focused on overlapping(重叠的)disciplines—to increase their total number of published papers—and hire young business managers who do not have any experience in either science or publishing.In some cases,online publishers even give up peer review, while still presenting themselves as scientific journals—deception designed to take advantage of scientists who simply want to share their research.If publishers structure their business to make more revenue,it often does harm to their products.When publishers start journals with overlapping domains,in combination with the pressure to publish more studies,this could promote the publication of marginal or even questionable articles.Moreover,publishers with multiple overlapping journals and journals with very narrow specialties(专业)increase the demands on the time and efforts of willing reviewers.With the fact that reviewers are generally not compensated for their time and effort,journal editors are often unable to find enough reviewers to keep up with the increased publication rate.To improve the situation and increase the trust in scientific community,the pressure to publish must be reduced.Funding and promotion decisions should not be based on the number of publications,but on the quality of those publications and a researcher’s long-term productivity and instructions.And that’s just the start.We need additional mechanisms,such as Beall’s list of predatory(掠夺的)publishers, to alert scientists to fake journals and fake articles.In addition,the price for online publication must be controlled and a mechanism must be put in place to honor and reward hard-working reviewers.51.What does the author think of online publishers?A)A small proportion of them can guarantee their publishing quality.B)They have lots of opportunities to renovate their business models.C)Many of them tend to try every means to make a buck.D)Social impact is their first priority when publishing books.52.It can be inferred from the second paragraph that______.A)peer review generally is a criterion to identify academic journalsB)researchers focus their research on the combination of disciplinesC)scientists care about their publications rather than researchD)young business managers are willing to face new challenges53.Why can’t publishers find enough reviewers to review papers?A)Reviewers are pressed for time when reviewing articles.B)Reviewers’gains can’t make up for what they have done.C)Publishers may compel reviewers to accept marginal articles.D)Publishers urge reviewers to increase publication rate rapidly.54.What is the author’s suggestion for online publication?A)More weight should be put on the quantity of publications.B)It is worthwhile to reward diligent reviewers for their effort.C)Fake journals should be reported to a regulatory organization.D)The price of online publication should be lowered greatly.55.What is the main idea of this passage?A)Online publishers should take measures to fight against fake scientific journals.B)Online publishers are pursuing their work efficiency at the cost of quality.C)Online publishers business models are quite likely to harm their publications.D)Online publishers are sacrificing the quality of research articles to make money.PartⅣTranslation(30minutes)Directions:For this part,you are allowed30minutes to translate a passage from Chinese intoEnglish.You should write your answer on Answer Sheet2.春节是中国的传统节日，相当于美国的圣诞节。
德尔·韦玛网络S4048T-ON交换机说明书
The Dell EMC Networking S4048T-ON switch is the industry’s latest data center networking solution, empowering organizations to deploy modern workloads and applications designed for the open networking era. Businesses who have made the transition away from monolithic proprietary mainframe systems to industry standard server platforms can now enjoy even greater benefits from Dell EMC open networking platforms. By using industry-leading hardware and a choice of leading network operating systems to simplify data center fabric orchestration and automation, organizations can tailor their network to their unique requirements and accelerate innovation.These new offerings provide the needed flexibility to transform data centers. High-capacity network fabrics are cost-effective and easy to deploy, providing a clear path to the software-defined data center of the future with no vendor lock-in.The S4048T-ON supports the open source Open Network Install Environment (ONIE) for zero-touch installation of alternate network operating systems, including feature rich Dell Networking OS.High density 1/10G BASE-T switchThe Dell EMC Networking S-Series S4048T-ON is a high-density100M/1G/10G/40GbE top-of-rack (ToR) switch purpose-builtfor applications in high-performance data center and computing environments. Leveraging a non-blocking switching architecture, theS4048T-ON delivers line-rate L2 and L3 forwarding capacity within a conservative power budget. The compact S4048T-ON design provides industry-leading density of 48 dual-speed 1/10G BASE-T (RJ45) ports, as well as six 40GbE QSFP+ up-links to conserve valuable rack space and simplify the migration to 40Gbps in the data center core. Each40GbE QSFP+ up-link can also support four 10GbE (SFP+) ports with a breakout cable. In addition, the S4048T-ON incorporates multiple architectural features that optimize data center network flexibility, efficiency and availability, including I/O panel to PSU airflow or PSU to I/O panel airflow for hot/cold aisle environments, and redundant, hot-swappable power supplies and fans. S4048T-ON supports feature-rich Dell Networking OS, VLT, network virtualization features such as VRF-lite, VXLAN Gateway and support for Dell Embedded Open Automation Framework.• The S4048T-ON is the only switch in the industry that supports traditional network-centric virtualization (VRF) and hypervisorcentric virtualization (VXLAN). The switch fully supports L2 VX-• The S4048T-ON also supports Dell EMC Networking’s Embedded Open Automation Framework, which provides enhanced network automation and virtualization capabilities for virtual data centerenvironments.• The Open Automation Framework comprises a suite of interre-lated network management tools that can be used together orindependently to provide a network that is flexible, available andmanageable while helping to reduce operational expenses.Key applicationsDynamic data centers ready to make the transition to software-defined environments• High-density 10Gbase-T ToR server access in high-performance data center environments• Lossless iSCSI storage deployments that can benefit from innovative iSCSI & DCB optimizations that are unique only to Dell NetworkingswitchesWhen running the Dell Networking OS9, Active Fabric™ implementation for large deployments in conjunction with the Dell EMC Z-Series, creating a flat, two-tier, nonblocking 10/40GbE data center network design:• High-performance SDN/OpenFlow 1.3 enabled with ability to inter-operate with industry standard OpenFlow controllers• As a high speed VXLAN Layer 2 Gateway that connects thehypervisor based ovelray networks with nonvirtualized infrastructure Key features - general• 48 dual-speed 1/10GbE (SFP+) ports and six 40GbE (QSFP+)uplinks (totaling 72 10GbE ports with breakout cables) with OSsupport• 1.44Tbps (full-duplex) non-blocking switching fabric delivers line-rateperformance under full load with sub 600ns latency• I/O panel to PSU airflow or PSU to I/O panel airflow• Supports the open source ONIE for zero-touch• installation of alternate network operating systems• Redundant, hot-swappable power supplies and fansDELL EMC NETWORKING S4048T-ON SWITCHEnergy-efficient 10GBASE-T top-of-rack switch optimized for data center efficiencyKey features with Dell EMC Networking OS9Scalable L2 and L3 Ethernet switching with QoS and a full complement of standards-based IPv4 and IPv6 features, including OSPF, BGP and PBR (Policy Based Routing) support• Scalable L2 and L3 Ethernet switching with QoS and a full complement of standards-based IPv4 and IPv6 features, including OSPF, BGP andPBR (Policy Based Routing) support• VRF-lite enables sharing of networking infrastructure and provides L3traffic isolation across tenants• Increase VM Mobility region by stretching L2 VLAN within or across two DCs with unique VLT capabilities like Routed VL T, VLT Proxy Gateway • VXLAN gateway functionality support for bridging the nonvirtualizedand the virtualized overlay networks with line rate performance.• Embedded Open Automation Framework adding automatedconfiguration and provisioning capabilities to simplify the management of network environments. Supports Puppet agent for DevOps• Modular Dell Networking OS software delivers inherent stability as well as enhanced monitoring and serviceability functions.• Enhanced mirroring capabilities including 1:4 local mirroring,• Remote Port Mirroring (RPM), and Encapsulated Remote PortMirroring (ERPM). Rate shaping combined with flow based mirroringenables the user to analyze fine grained flows• Jumbo frame support for large data transfers• 128 link aggregation groups with up to 16 members per group, usingenhanced hashing• Converged network support for DCB, with priority flow control(802.1Qbb), ETS (802.1Qaz), DCBx and iSCSI TLV• S4048T-ON supports RoCE and Routable RoCE to enable convergence of compute and storage on Active FabricUser port stacking support for up to six units and unique mixed mode stacking that allows stacking of S4048-ON with S4048T-ON to providecombination of 10G SFP+ and RJ45 ports in a stack.Physical48 fixed 10GBase-T ports supporting 100M/1G/10G speeds6 fixed 40 Gigabit Ethernet QSFP+ ports1 RJ45 console/management port with RS232signaling1 USB 2.0 type A to support mass storage device1 Micro-USB 2.0 type B Serial Console Port1 8 GB SSD ModuleSize: 1RU, 1.71 x 17.09 x 18.11”(4.35 x 43.4 x 46 cm (H x W x D)Weight: 23 lbs (10.43kg)ISO 7779 A-weighted sound pressure level: 65 dB at 77°F (25°C)Power supply: 100–240V AC 50/60HzMax. thermal output: 1568 BTU/hMax. current draw per system:4.6 A at 460W/100VAC,2.3 A at 460W/200VACMax. power consumption: 460 WattsT ypical power consumption: 338 WattsMax. operating specifications:Operating temperature: 32°F to 113°F (0°C to45°C)Operating humidity: 5 to 90% (RH), non-condensing Max. non-operating specifications:Storage temperature: –40°F to 158°F (–40°C to70°C)Storage humidity: 5 to 95% (RH), non-condensingRedundancyHot swappable redundant powerHot swappable redundant fansPerformance GeneralSwitch fabric capacity:1.44Tbps (full-duplex)720Gbps (half-duplex)Forwarding Capacity: 1080 MppsLatency: 2.8 usPacket buffer memory: 16MBCPU memory: 4GBOS9 Performance:MAC addresses: 160KARP table 128KIPv4 routes: 128KIPv6 hosts: 64KIPv6 routes: 64KMulticast routes: 8KLink aggregation: 16 links per group, 128 groupsLayer 2 VLANs: 4KMSTP: 64 instancesVRF-Lite: 511 instancesLAG load balancing: Based on layer 2, IPv4 or IPv6headers Latency: Sub 3usQOS data queues: 8QOS control queues: 12Ingress ACL: 16KEgress ACL: 1KQoS: Default 3K entries scalable to 12KIEEE compliance with Dell Networking OS9802.1AB LLDP802.1D Bridging, STP802.1p L2 Prioritization802.1Q VLAN T agging, Double VLAN T agging,GVRP802.1Qbb PFC802.1Qaz ETS802.1s MSTP802.1w RSTP802.1X Network Access Control802.3ab Gigabit Ethernet (1000BASE-T)802.3ac Frame Extensions for VLAN T agging802.3ad Link Aggregation with LACP802.3ae 10 Gigabit Ethernet (10GBase-X) withQSA802.3ba 40 Gigabit Ethernet (40GBase-SR4,40GBase-CR4, 40GBase-LR4) on opticalports802.3u Fast Ethernet (100Base-TX)802.3x Flow Control802.3z Gigabit Ethernet (1000Base-X) with QSA 802.3az Energy Efficient EthernetANSI/TIA-1057 LLDP-MEDForce10 PVST+Max MTU 9216 bytesRFC and I-D compliance with Dell Networking OS9General Internet protocols768 UDP793 TCP854 T elnet959 FTPGeneral IPv4 protocols791 IPv4792 ICMP826 ARP1027 Proxy ARP1035 DNS (client)1042 Ethernet Transmission1305 NTPv31519 CIDR1542 BOOTP (relay)1812 Requirements for IPv4 Routers1918 Address Allocation for Private Internets 2474 Diffserv Field in IPv4 and Ipv6 Headers 2596 Assured Forwarding PHB Group3164 BSD Syslog3195 Reliable Delivery for Syslog3246 Expedited Assured Forwarding4364 VRF-lite (IPv4 VRF with OSPF, BGP,IS-IS and V4 multicast)5798 VRRPGeneral IPv6 protocols1981 Path MTU Discovery Features2460 Internet Protocol, Version 6 (IPv6)Specification2464 Transmission of IPv6 Packets overEthernet Networks2711 IPv6 Router Alert Option4007 IPv6 Scoped Address Architecture4213 Basic Transition Mechanisms for IPv6Hosts and Routers4291 IPv6 Addressing Architecture4443 ICMP for IPv64861 Neighbor Discovery for IPv64862 IPv6 Stateless Address Autoconfiguration 5095 Deprecation of T ype 0 Routing Headers in IPv6IPv6 Management support (telnet, FTP, TACACS, RADIUS, SSH, NTP)VRF-Lite (IPv6 VRF with OSPFv3, BGPv6, IS-IS) RIP1058 RIPv1 2453 RIPv2OSPF (v2/v3)1587 NSSA 4552 Authentication/2154 OSPF Digital Signatures Confidentiality for 2328 OSPFv2 OSPFv32370 Opaque LSA 5340 OSPF for IPv6IS-IS1142 Base IS-IS Protocol1195 IPv4 Routing5301 Dynamic hostname exchangemechanism for IS-IS5302 Domain-wide prefix distribution withtwo-level IS-IS5303 3-way handshake for IS-IS pt-to-ptadjacencies5304 IS-IS MD5 Authentication5306 Restart signaling for IS-IS5308 IS-IS for IPv65309 IS-IS point to point operation over LANdraft-isis-igp-p2p-over-lan-06draft-kaplan-isis-ext-eth-02BGP1997 Communities2385 MD52545 BGP-4 Multiprotocol Extensions for IPv6Inter-Domain Routing2439 Route Flap Damping2796 Route Reflection2842 Capabilities2858 Multiprotocol Extensions2918 Route Refresh3065 Confederations4360 Extended Communities4893 4-byte ASN5396 4-byte ASN representationsdraft-ietf-idr-bgp4-20 BGPv4draft-michaelson-4byte-as-representation-054-byte ASN Representation (partial)draft-ietf-idr-add-paths-04.txt ADD PATHMulticast1112 IGMPv12236 IGMPv23376 IGMPv3MSDP, PIM-SM, PIM-SSMSecurity2404 The Use of HMACSHA- 1-96 within ESPand AH2865 RADIUS3162 Radius and IPv63579 Radius support for EAP3580 802.1X with RADIUS3768 EAP3826 AES Cipher Algorithm in the SNMP UserBase Security Model4250, 4251, 4252, 4253, 4254 SSHv24301 Security Architecture for IPSec4302 IPSec Authentication Header4303 ESP Protocol4807 IPsecv Security Policy DB MIBdraft-ietf-pim-sm-v2-new-05 PIM-SMwData center bridging802.1Qbb Priority-Based Flow Control802.1Qaz Enhanced Transmission Selection (ETS)Data Center Bridging eXchange (DCBx)DCBx Application TLV (iSCSI, FCoE)Network management1155 SMIv11157 SNMPv11212 Concise MIB Definitions1215 SNMP Traps1493 Bridges MIB1850 OSPFv2 MIB1901 Community-Based SNMPv22011 IP MIB2096 IP Forwarding T able MIB2578 SMIv22579 T extual Conventions for SMIv22580 Conformance Statements for SMIv22618 RADIUS Authentication MIB2665 Ethernet-Like Interfaces MIB2674 Extended Bridge MIB2787 VRRP MIB2819 RMON MIB (groups 1, 2, 3, 9)2863 Interfaces MIB3273 RMON High Capacity MIB3410 SNMPv33411 SNMPv3 Management Framework3412 Message Processing and Dispatching forthe Simple Network ManagementProtocol (SNMP)3413 SNMP Applications3414 User-based Security Model (USM) forSNMPv33415 VACM for SNMP3416 SNMPv23417 Transport mappings for SNMP3418 SNMP MIB3434 RMON High Capacity Alarm MIB3584 Coexistance between SNMP v1, v2 andv34022 IP MIB4087 IP Tunnel MIB4113 UDP MIB4133 Entity MIB4292 MIB for IP4293 MIB for IPv6 T extual Conventions4502 RMONv2 (groups 1,2,3,9)5060 PIM MIBANSI/TIA-1057 LLDP-MED MIBDell_ITA.Rev_1_1 MIBdraft-grant-tacacs-02 TACACS+draft-ietf-idr-bgp4-mib-06 BGP MIBv1IEEE 802.1AB LLDP MIBIEEE 802.1AB LLDP DOT1 MIBIEEE 802.1AB LLDP DOT3 MIB sFlowv5 sFlowv5 MIB (version 1.3)DELL-NETWORKING-SMIDELL-NETWORKING-TCDELL-NETWORKING-CHASSIS-MIBDELL-NETWORKING-PRODUCTS-MIBDELL-NETWORKING-SYSTEM-COMPONENT-MIBDELL-NETWORKING-TRAP-EVENT-MIBDELL-NETWORKING-COPY-CONFIG-MIBDELL-NETWORKING-IF-EXTENSION-MIBDELL-NETWORKING-FIB-MIBIT Lifecycle Services for NetworkingExperts, insights and easeOur highly trained experts, withinnovative tools and proven processes, help you transform your IT investments into strategic advantages.Plan & Design Let us analyze yourmultivendor environment and deliver a comprehensive report and action plan to build upon the existing network and improve performance.Deploy & IntegrateGet new wired or wireless network technology installed and configured with ProDeploy. Reduce costs, save time, and get up and running cateEnsure your staff builds the right skills for long-termsuccess. Get certified on Dell EMC Networking technology and learn how to increase performance and optimize infrastructure.Manage & SupportGain access to technical experts and quickly resolve multivendor networking challenges with ProSupport. Spend less time resolving network issues and more time innovating.OptimizeMaximize performance for dynamic IT environments with Dell EMC Optimize. Benefit from in-depth predictive analysis, remote monitoring and a dedicated systems analyst for your network.RetireWe can help you resell or retire excess hardware while meeting local regulatory guidelines and acting in an environmentally responsible way.Learn more at/lifecycleservicesLearn more at /NetworkingDELL-NETWORKING-FPSTATS-MIBDELL-NETWORKING-LINK-AGGREGATION-MIB DELL-NETWORKING-MSTP-MIB DELL-NETWORKING-BGP4-V2-MIB DELL-NETWORKING-ISIS-MIBDELL-NETWORKING-FIPSNOOPING-MIBDELL-NETWORKING-VIRTUAL-LINK-TRUNK-MIB DELL-NETWORKING-DCB-MIBDELL-NETWORKING-OPENFLOW-MIB DELL-NETWORKING-BMP-MIBDELL-NETWORKING-BPSTATS-MIBRegulatory compliance SafetyCUS UL 60950-1, Second Edition CSA 60950-1-03, Second Edition EN 60950-1, Second EditionIEC 60950-1, Second Edition Including All National Deviations and Group Differences EN 60825-1, 1st EditionEN 60825-1 Safety of Laser Products Part 1:Equipment Classification Requirements and User’s GuideEN 60825-2 Safety of Laser Products Part 2: Safety of Optical Fibre Communication Systems FDA Regulation 21 CFR 1040.10 and 1040.11EmissionsInternational: CISPR 22, Class AAustralia/New Zealand: AS/NZS CISPR 22: 2009, Class ACanada: ICES-003:2016 Issue 6, Class AEurope: EN 55022: 2010+AC:2011 / CISPR 22: 2008, Class AJapan: VCCI V-3/2014.04, Class A & V4/2012.04USA: FCC CFR 47 Part 15, Subpart B:2009, Class A RoHSAll S-Series components are EU RoHS compliant.CertificationsJapan: VCCI V3/2009 Class AUSA: FCC CFR 47 Part 15, Subpart B:2009, Class A Available with US Trade Agreements Act (TAA) complianceUSGv6 Host and Router Certified on Dell Networking OS 9.5 and greater IPv6 Ready for both Host and RouterUCR DoD APL (core and distribution ALSAN switch ImmunityEN 300 386 V1.6.1 (2012-09) EMC for Network Equipment\EN 55022, Class AEN 55024: 2010 / CISPR 24: 2010EN 61000-3-2: Harmonic Current Emissions EN 61000-3-3: Voltage Fluctuations and Flicker EN 61000-4-2: ESDEN 61000-4-3: Radiated Immunity EN 61000-4-4: EFT EN 61000-4-5: SurgeEN 61000-4-6: Low Frequency Conducted Immunity。
ebridge
ebridgeeBridge: A Connective Solution for Seamless Communication and CollaborationAbstract:In the rapidly evolving digital landscape, effective communication and collaboration are vital for the success of businesses and organizations. With the increasing reliance on remote work and distributed teams, there is a pressing need for a solution that enables seamless communication and collaboration across various platforms and devices. This article explores eBridge, a cutting-edge platform that offers comprehensive tools and features to bridge the gap between individuals, teams, and organizations.1. IntroductionIn today's interconnected world, the ability to communicate and collaborate efficiently is crucial for businesses. Remote work, distributed teams, and global partnerships have become the norm, making traditional communication methods inadequate. eBridge is a revolutionary platform thataims to address these challenges by providing a seamless and comprehensive solution for communication and collaboration.2. Features and Functionalities2.1 Unified CommunicationeBridge acts as a central hub, integrating various communication channels such as email, instant messaging, voice, and video calls. With eBridge, users can access and manage all their communication channels in one place, eliminating the need to switch between multiple applications and platforms. This unified communication feature ensures that users never miss important messages and can easily reach out to colleagues, clients, and partners.2.2 Team CollaborationeBridge goes beyond individual communication by offering robust team collaboration features. Project management, task tracking, file sharing, and document collaboration tools are seamlessly integrated within the platform. This allows teams to work together efficiently, share ideas, and collaborate on projects in real-time, regardless of their location or time zone.eBridge ensures that everyone is on the same page and facilitates smooth collaboration between team members.2.3 Security and PrivacyIn the era of cyber threats and data breaches, security and privacy are top concerns for businesses. eBridge prioritizes the protection of sensitive information by implementing robust security measures. Encrypted communication channels, secure authentication protocols, and data backup mechanisms are in place to keep confidential data secure. The platform also complies with industry-standard regulations to ensure the privacy and protection of user data.3. Benefits and Advantages3.1 Increased ProductivityWith eBridge, users can streamline their communication and collaboration processes, resulting in increased productivity. The unified interface minimizes distractions and enables users to focus on their work without constantly switching between applications. Easy access to communication channels andcollaboration tools allows teams to work together seamlessly and efficiently, leading to enhanced productivity levels.3.2 Cost SavingseBridge reduces costs associated with traditional communication methods. By eliminating the need for multiple subscriptions and licenses for different communication tools, businesses can save on operational expenses. Additionally, eBridge reduces travel costs by facilitating virtual meetings and conferences, which is especially beneficial for remote teams or global organizations.3.3 Enhanced ConnectivityeBridge enhances connectivity by breaking down geographic barriers. It enables businesses to connect with partners, clients, and stakeholders from around the world, fostering better relationships and collaboration. Through video conferencing and real-time collaboration, eBridge creates a sense of presence, bridging the gap between remote teams and facilitating effective communication and brainstorming sessions.4. Implementation and IntegrationeBridge can be seamlessly integrated into existing communication and collaboration workflows. The platform offers APIs and developer tools for customization and integration with other business software and systems. This enables businesses to leverage their existing technology stack while benefiting from the enhanced communication and collaboration features of eBridge.5. ConclusionIn a digital landscape where effective communication and collaboration are imperative, eBridge acts as a connective solution that eliminates the barriers of time, distance, and disconnection. It provides a unified platform for communication, seamless collaboration tools, and robust security measures. By embracing eBridge, businesses can enhance productivity, reduce costs, and foster a culture of connectivity and collaboration.。
Adjusting Entries
8
Exercises
————————————————————————————————————
2. What is the essence of accrual basis accounting?
会计英语
1
Section Adjusting Entries
Part 1 Workplace Spoken English
1. Follow the Samples
A：Mr. Wilson, could you please introduce the adjusting entries in detail? B：OK. Four basic items require adjusting entries. The first two items are deferrals
recognition of an expense or a revenue. Accruals are created by an unrecorded
expense that has been incurred or an unrecorded revenue that has been earned. A：How do you tell the difference between deferrals and accruals? B：It depends on when cash is received or paid. If cash is received or paid in the
B：No. It is normally easier to determine the cost of the supplies on hand at the end of the month than it is to keep a daily record of those used. Assuming that on December 31 the amount of supplies on hand is $760, the amount to be transferred from the asset account to the expense account is $1 240.
告诉孩子努力就可以成功的优缺点英语作文
告诉孩子努力就可以成功的优缺点英语作文全文共3篇示例，供读者参考篇1The Myth of Success Through Effort AloneYou've heard it a million times from teachers, parents, and endless motivational posters: "Work hard and you can achieve anything!" From a young age, we're taught that effort and perseverance are the keys to success. Put in the hours studying, stay dedicated to that sport or instrument, and good things will come. But is it really that simple? As a student, I've started to question whether this mindset paints too rosy a picture.Don't get me wrong, hard work is extremely important and I have a ton of respect for those who give their all. My issue is with the implication that effort alone will allow you to accomplish any goal. That message can become toxic when reality fails to match up with those expectations. I've had plenty of experiences that made me doubt the "follow your dreams through sheer willpower" mentality.Take middle school for example. I was an avid swimmer and practiced relentlessly, waking up at 5am to hit the pool beforeschool. I lived and breathed the sport. But no matter how much I trained, I could never quite shed those last few seconds to qualify for the regional meet. Some of my teammates who admittedly didn't work as hard still smoked me in the water. That's when it first hit me that sometimes, natural talent and physical gifts matter just as much, if not more than effort.The same has been true in many of my academic pursuits. I've poured countless hours into studying for entrance exams and college applications, doing practice test after practice test. But at the end of the day, there's only so much you can control. Other students may have had excessive tutoring, test prep courses, legacy admissions, or other advantages I simply didn't have access to. For every inspirational story of an underdog making it through tireless grinding, there are plenty of cases of people doing everything "right" but still falling short.That's not to say I think hard work is pointless or overrated. Obviously putting in the effort is critical and not doing so makes success virtually impossible. My point is that framing it as the be-all and end-all promotes an unhealthy, unrealistic view. Selling kids on "all you need is hard work" sets them up for disappointment, disillusionment and even feelings of personal failure when they inevitably face setbacks outside their control.Instead, I think we need a more nuanced discussion about the role of effort versus other factors like talent, resources, connections, and plain luck. Pretending the world is a perfect oktittmeritocracy is misguided at best and harmful at worst. It can cause those who don't achieve their goals despite working hard to become disheartened, alternatively, it may push students to prioritize academics/extracurriculars to an unhealthy degree at the expense of their wellbeing. An obsession with grinding and the relentless pursuit of success is a recipe for burnout.At the same time, I also wonder if this mindset unfairly diminishes the incredible effort and sacrifice many put in on their paths to success. Perhaps we've swung too far away from recognizing the value of hard work and tenacity. Stories of people overcoming long odds through sheer perseverance are incredibly inspiring. And the reality is effort does open up more opportunities and lets you make the most of your circumstances, even if it doesn't unilaterally lead to success.My personal view lies somewhere in the middle. I think it's important to instill the value of effort and a strong work ethic from an early age. Perseverance, commitment, delayed gratification - these are all incredible traits that serve people well in any path they choose. And working hard is empowering andbuilds self-respect regardless of the eventual outcome. The problem comes when we make it seem like effort alone determines success, rather than being one piece in a much larger, more complicated puzzle.As students, we should absolutely strive to give our maximum effort and not let initial setbacks derail us. There's nothing more rewarding than knowing you left it all out on the field. But we also need to be realistic about the other factors at play. For every story of someone making it big through sheer grit, there are countless others whose work wasn't quite enough. Being grounded in that reality protects you from being consumed by an endless, fruitless grind and opens your eyes to other paths forward.Success comes from maximizing the factors within your control like work ethic, time management, and perseverance. But you also have to honestly assess which pursuits are realistic based on your own unique circumstances, talents, and opportunities. Sometimes, shifting your effort to a more attainable goal is the wiser choice. Knowing when to cut your losses and reassess says nothing about your character. In fact, it demonstrates remarkable self-awareness and pragmatism.At the end of the day, hard work is incredibly admirable and valuable in and of itself. Effort breeds skills like discipline, resilience, and problem-solving that pay dividends regardless of a specific pursuit. And it absolutely increases your odds of success, even if it's not a guarantee. Just don't let an oversimplified mantra like "effort conquers all" delude you into an unrealistic view of how the world works. Maintain a healthy perspective, control what you can control, and you'll be better equipped for whatever comes your way - success or otherwise.篇2The Effort-Success Fallacy: Dissecting a Well-Intentioned but Flawed NarrativeAs students, we've all heard the age-old adage, "If you work hard enough, you can achieve anything." From our earliest days in the classroom, this mantra has been drilled into our psyches, serving as a beacon of hope and motivation. After all, what could be more empowering than the notion that our destinies are firmly within our grasp, shaped by the sheer force of our effort? However, as I've navigated the tumultuous waters of academic life, I've come to recognize that this well-intentioned belief harbors inherent flaws that warrant closer examination.On the surface, the effort-success narrative holds an undeniable appeal. It resonates with our deeply ingrained belief in meritocracy, the idea that rewards and achievements should be proportional to the labor invested. This premise instills a sense of agency and control, encouraging us to take charge of our destinies and not succumb to the fatalistic notion that our circumstances are predetermined. By embracing the power of effort, we are emboldened to confront challenges head-on, fueled by the conviction that perseverance and hard work will ultimately pave the way to triumph.Furthermore, this narrative serves as a potent motivator, prompting us to push beyond our perceived limitations and strive for excellence. It cultivates a growth mindset, urging us to view obstacles not as insurmountable barriers but as opportunities for self-improvement and personal growth. Underpinned by the belief that ability is malleable and can be honed through sustained effort, we are compelled to persist in the face of adversity, undeterred by setbacks or initial failures.However, as compelling as this narrative may seem, it harbors several inherent flaws that must be addressed. One of the most glaring shortcomings lies in its oversimplification of the complex interplay between effort and success. While effort isundoubtedly a crucial factor, it is not the sole determinant of achievement. A myriad of external variables, ranging from socioeconomic status and access to resources to systemic biases and inequalities, can profoundly impact an individual's ability to translate effort into tangible outcomes.By perpetuating the notion that success is solely contingent upon effort, we risk overlooking and minimizing the significance of these external factors, inadvertently placing an undue burden of responsibility on individuals who may already be grappling with formidable obstacles beyond their control. This narrative can inadvertently breed a culture of victim-blaming, where those who fall short of their aspirations are perceived as lacking in diligence or determination, rather than acknowledging the multifaceted barriers that may have impeded their progress.Moreover, the effort-success narrative often fails to account for the inherent diversity of human talents, aptitudes, and inclinations. While effort is undoubtedly crucial, it cannot negate the reality that individuals possess varying degrees of natural ability and proclivity towards certain endeavors. Suggesting that effort alone can overcome any obstacle or overcome innate limitations can breed frustration, diminished self-esteem, and asense of inadequacy for those who, despite their best efforts, struggle to excel in certain domains.Additionally, an unwavering emphasis on effort can potentially breed unhealthy obsessions and detrimental behaviors. In our relentless pursuit of success, we may succumb to the temptation of overwork, sacrificing essential aspects of our well-being, such as mental health, physical health, and social connections. The constant pressure to exert maximum effort can lead to burnout, anxiety, and a profound erosion of work-life balance, undermining the very foundations upon which genuine success and fulfillment are built.While acknowledging these shortcomings, it would be unwise to wholly dismiss the effort-success narrative. Like many well-intentioned ideals, it contains kernels of truth that should not be discarded outright. Effort, when coupled with prudence, self-awareness, and a holistic understanding of the complex factors that shape success, can indeed be a powerful catalyst for personal growth and accomplishment.Perhaps the solution lies in striking a delicate balance, embracing the motivational power of the effort-success narrative while simultaneously acknowledging its limitations and nuances. We must recognize that effort alone is not a panacea, but ratherone crucial component in a multifaceted equation that accounts for individual circumstances, systemic challenges, and the inherent diversity of human potential.By fostering a more nuanced and inclusive understanding of success, we can harness the power of effort while mitigating the potential pitfalls of an oversimplified narrative. This approach empowers us to celebrate and encourage effort while simultaneously advocating for systemic change, resource accessibility, and a recognition of the myriad factors that contribute to individual achievement.Ultimately, the effort-success narrative, like many ideals, is a double-edged sword. While it can inspire and motivate, it can also oversimplify and overlook the complexities that shape our lived experiences. As students navigating the intricate landscapes of personal and academic growth, it is our responsibility to embrace the essence of this narrative while remaining vigilant to its potential shortcomings. By doing so, we can harness the power of effort while simultaneously fostering a more inclusive, compassionate, and holistic understanding of the multifaceted journey towards success.篇3The Myth of Effort Equals Success: Pros and Cons of This Message for ChildrenFrom a young age, many of us are taught that effort is the key to achieving our goals and finding success in life. Parents, teachers, and other influential figures repeatedly drill into our minds the idea that if we just try hard enough and put in sufficient work, we can accomplish anything we set our minds to. While this uplifting message has some merits in motivating children and instilling a strong work ethic, there are also significant drawbacks to blindly embracing the "effort equals success" mentality that are worth examining.On the positive side, encouraging youth to work diligently and persist through challenges can yield immensely valuable life lessons. Those who develop habits of determination, resilience, and dedication from an early age are more likely to push through obstacles and setbacks that might otherwise derail their ambitions. The values of hard work and commitment are essential for achieving meaningful long-term goals across all facets of life, from excelling academically to building a successful career to cultivating healthy relationships. Children who are motivated to give their full effort are more apt to develop astrong sense of discipline that can open doors and create opportunities.Moreover, the effort-leads-to-success mindset can instill self-confidence and a powerful internal locus of control. Rather than perceiving their circumstances as being dictated by external forces or innate limitations, kids who associate their successes with hard work will feel more empowered to take charge of their own lives and futures. This outlook can breed independence, initiative, and a willingness to take calculated risks in pursuit of rewards. An unshakeable belief that perseverance pays off may also better equip young people to bounce back from failures and view setbacks as temporary obstacles to overcome rather than devastating blows to their self-worth.From an educational standpoint, tying achievement to effort can motivate students to develop vital skills like time management, organization, and diligent studying habits. It highlights the importance of taking responsibility for one's learning journey rather than passively relying on natural intelligence alone. Under this philosophy, academic struggles serve as a call to dedicate more effort and focus rather than grounds to resign oneself to failure. Teachers who champion anethos of hard work can inspire pupils to become more invested, engaged, and proactive learners.However, despite these upsides, the effort-equals-success dogma is an oversimplified premise that fails to account for a multitude of complex factors and circumstances that impact an individual's ability to convert hard work into tangible accomplishments. For marginalized groups facing systemic disadvantages and barriers, sheer effort alone is often not enough to surpass the very real hurdles in their paths. Alow-income student who must work long hours at anafter-school job to support their family is not operating on a level playing field with wealthier peers, no matter how diligently they study.Furthermore, solely equating success with effort unfairly discounts the vital role that inborn talents, skills, and abilities can play in shaping outcomes. A mathematics prodigy will naturally progress at a quicker pace in that domain than someone of average quantitative aptitude who applies tremendous effort. Nobody would claim that Michael Phelps could have become the most decorated Olympic athlete through hard work alone without also possessing exceptional genetic gifts as a swimmer. Overselling the effort mythology at the expense of recognizingintrinsic capabilities can be demoralizing for children who fail to achieve their goals despite their hard work.There are also important considerations around the quality and strategy of one's efforts that the simplisticeffort-equals-success mantra glosses over. Two students could dedicate the same amount of time studying, but if one employs ineffective techniques, their efforts will translate to poorer outcomes than their peer utilizing optimal study strategies. Diligently pursuing the wrong course of action yields meager results compared to aligning one's industrious efforts with pragmatic, well-conceived plans. Dogged persistence without thoughtful recalibration can even prove counterproductive.On a deeper level, the message that success hinges on effort alone promotes an incomplete, misguided conception of how to define "success" itself. It frames achievement primarily in individualistic, materialistic terms like wealth, status, and conventional career attainment. However, this narrow mindset devalues the inherent worth of cultivating other amorphous but equally vital facets like ethical centeredness, emotional intelligence, community involvement, creative expression, and nurturing meaningful relationships. A child who pours tremendous effort into becoming a conscientious,compassionate person devoted to making positive community impacts could be regarded as a "failure" through a restrictive success-equals-effort lens if their material and professional accomplishments fall short.In our increasingly complex, rapidly evolving world, perhaps the most prudent mindset to instill in young people is one of lifelong learning, adaptability, and finding purpose beyond just unrelenting work in pursuit of some rigidly defined version of success. While the value of persistent effort should not be dismissed outright, oversimplifying the path to achievement can inadvertently breed perfectionism, workaholism, and an unhealthy prioritization of external validation over intrinsic fulfillment.Ultimately, promoting effort as just one of myriad factors that can contribute to success, rather than the sole determinant, may prove to be the wisest approach for fostering resilient, pragmatic, and psychologically grounded children. Balancing messages that efforts matter with acknowledgments that advantages, disadvantages, luck, abilities, wisdom, andself-awareness all play critical roles allows for a more holistic, nuanced perspective. With such guidance, young people can be equipped not just to work hard, but to work smart, reflectcritically, and temper their ambitions with empathy, purpose, and perspective.。
OpenText ALM Octane商业发布说明说明书
ALM/Quality Center to ALM Octane Migration Safely and quickly migrate from ALM/Quality Center to ALM OctaneExecutive SummaryIT has a unique opportunity to become theengine that drives innovation, differentiationand business success. As organizations drivetowards the digitization of everything, balanc-ing speed, quality and scale is a key successfactor, but also a challenge for those teamsresponsible for building, testing, and deliveringthe increasingly complex software necessaryto compete in today’s digital marketplace. Manysuch teams are adopting DevOps, Agile devel-opment, Continuous Integration, T esting andDelivery and require a platform to help themestablish and evolve these capabilities.OpenT ext™ Application Lifecycle Management (ALM) Oc t ane is a rich, unified, open platform for your application teams to plan, define, build, test, track, and accelerate the delivery of high-quality applications. It helps teams drive innovation and enhance customer satisfaction with real-time visibility across enterprise proj-ects, Agile release trains, and management of the complete end-to-end pipeline of applica-tion delivery.OpenT ext™ ALM/Quality Center to ALM Octane Migration service from OpenT ext Professional Servi c es helps you transition from traditional delivery to a new way of working. This service not only helps you migrate safely and reliably from ALM/Quality Center with our automated tool, we assist you to decide what you will mi-grate, how to adapt to a new way of working and modernize your application delivery capability. About ALM OctaneALM Octane is a unified platform for defining, managing, and automating activities, gaining in-sight, and sharing assets to deliver applications Figure 1. Capabilities of ALM Octanefrom ideation to production. It manages theprocess and assets from requirements defi-nition through software development, manualand automated testing, defect tracking all theway to the application readiness assessmentfor delivery.ALM Octane integrates with upstream projectportfolio management software and downstreamapplication release automation, continuous de-ployment, monitoring, and incident managementsoftware to drive complete visibility and man-agement of applications from inception to retire-ment. By its nature ALM Octane is your applicationlifecycle platform for the digital revolution.ALM Octane fits within your environment notas a standalone solution but as a convergencepoint for all your application lifecycle solutions.It seamlessly over-arches your ContinuousIntegration and T esting tools, and drives truecollaboration, shift-left quality, innovation andagile delivery.Service OverviewThe ALM/Quality Center to ALM Octane Mi-gration Service is designed to accelerate yourtime to value and get you up and running withALM Octane quickly.Figure 2. 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CorporateSocialResponsibilityandAccesstoFinance
Copyright © 2011 by Beiting Cheng, Ioannis Ioannou, and George SerafeimWorking papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of workingCorporate Social Responsibilityand Access to FinanceBeiting Cheng Ioannis Ioannou George SerafeimWorking Paper11-130CORPORATE SOCIAL RESPONSIBILITY AND ACCESS TO FINANCEBeiting ChengHarvard Business SchoolIoannis IoannouLondon Business SchoolGeorge SerafeimHarvard Business SchoolMay 18th, 2011AbstractIn this paper, we investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to reduced agency costs, due to enhanced stakeholder engagement through CSR and reduced informational asymmetries, due to increased transparency through non-financial reporting. Using a large cross-section of firms, we show that firms with better CSR performance face significantly lower capital constraints. The results are confirmed using an instrumental variables and a simultaneous equations approach. Finally, we find that the relation is primarily driven by social and environmental performance, rather than corporate governance. Keywords: corporate social responsibility, sustainability, capital constraints, ESG (environmental, social, governance) performanceI.INTRODUCTIONIn recent decades, a growing number of academics as well as top executives have been allocating a considerable amount of time and resources to Corporate Social Responsibility1 (CSR) strategies. According to the latest UN Global Compact – Accenture CEO study2 (2010), 93 percent of the 766 participant CEOs from all over the world declared CSR as an “important” or “very important” factor for their organizations’ future success. On the demand side, consumers are becoming increasingly aware of firms’ CSR performance: a recent 5,000-people survey3 by Edelman4revealed that nearly two thirds of those interviewed cited “transparent and honest business practices” as the most important driver of a firm’s reputation. Although CSR has received such a great amount of attention, a fundamental question still remaining unanswered is whether CSR leads to value creation, and if so, in what ways? The extant research so far has failed to give a definitive answer (Margolis and Walsh, 2003). In this paper, we examine one specific mechanism through which CSR may lead to better long-run performance: by lowering the constraints that the firm is facing when accessing funds to finance operations and undertake strategic projects.To date, many studies have investigated the link between CSR and financial performance, and have found rather conflicting results5. According to McWilliams and Siegel (2000), conflicting results were due to the studies’ “several important theoretical and empirical 1 Here, we follow a long list of studies (e.g. Carroll, 1979; Wolfe and Aupperle, 1991; Waddock and Graves, 1997; Hillman and Keim, 2001; Waldman et al., 2006) in defining corporate social responsibility as: “a business organization’s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm’s social relationships” (Wood, 1991: p.693).2 “A New Era of Sustainability. UN Global Compact-Accenture CEO Study 2010” last accessed July 28th, 2010 at: (https:///sustainability/research_and_insights/Pages/A-New-Era-of-Sustainability.aspx)3Mckinght, L., 2011. “Companies that do good also do well”, Market Watch, The Wall Street Journal (Digital Network), last accessed April 11th, 2011 at: /story/companies-that-do-good-also-do-well-2011-03-234 Edelman is a leading independent global PR firm that has been providing public relations counsel and strategic communications services for more than 50 years. /5 Margolis and Walsh (2003) and Orlitzky, Schidt and Rynes (2003) provide comprehensive reviews of the extant literature.limitations” (p.603). Others have argued that the studies suffered from “stakeholder mismatching” (Wood and Jones, 1995), the neglect of “contingency factors” (e.g. Ullmann, 1985), “measurement errors” (e.g. Waddock and Graves, 1997) and, omitted variable bias (Aupperle, Carrol and Hatfield, 1985; Cochran and Wood, 1984; Ullman, 1985).In this paper, we focus on the impact of CSR on the firm’s capital constraints. By “capital constraints” we refer to market frictions6that may prevent a firm from funding all desired investments. This inability to obtain finance may be “due to credit constraints or inability to borrow, inability to issue equity, dependence on bank loans, or illiquidity of assets” (Lamont et al., 2001). Prior studies have suggested that capital constraints play an important role in strategic decision-making, since they directly affect the firm’s ability to undertake major investment decisions and, also influence the firm’s capital structure choices (e.g., Hennessy and Whited, 2007). Moreover, past research has found that capital constraints are associated with a firm’s subsequent stock returns (e.g. Lamont et al., 2001).There are several reasons why investors would pay attention to a firm’s CSR strategies. First, firm activities that may affect7 long-term financial performance are taken into account by market participants when assessing a firm’s long-run value-creating potential (Ioannou and Serafeim, 2010a; Groysberg et al., 2011; Previts and Bricker, 1994). Moreover, a growing number of investors use CSR information as an important criterion for their investment decisions – what is currently known as “socially responsible investing” (SRI). For example, in 2007 mutual funds that invested in socially responsible firms had assets under management of more than $2.5 and $2 trillion dollars in the United States and Europe respectively. In Canada, Japan 6Consistent with prior literature in corporate finance (e.g. Lamont et al., 2001), we do not use the term to mean financial distress, economic distress or bankruptcy risk.7 Margolis and Walsh (2003) perform a meta-analysis of the CSR studies and find that the link between CSR and financial performance is small, albeit it is positive and statistically significant.and Australia, the corresponding numbers were $500, $100 and $64 billion respectively (Ioannou and Serafeim, 2010a). Total assets under management by socially responsible investors have grown considerably in the last ten years in countries such as the United States, United Kingdom, and Canada. In addition, the emergence of several CSR rankings and ratings firms (such as Thomson Reuters ASSET4 and KLD), the widespread dissemination of data on ESG performance by Bloomberg terminals, as well as the formation of teams to analyze CSR data within large banks such as J.P. Morgan Chase and Deutsche Bank,8highlight the growing demand and subsequent increasing use of CSR information. Furthermore, projects like the Enhanced Analyst Initiative9(EAI) that allocate a minimum of 5 percent of trading commissions to brokers that integrate analysis of CSR data into their mainstream research has further increased investor incentives to incorporate CSR data in their analysis10. Finally, in several countries around the world, governments have adopted laws and regulations that mandate CSR reporting (Ioannou and Serafeim, 2011) as part of efforts to increase the availability of CSR data and bring transparency around nonfinancial performance.The thesis of this paper is that firms with better CSR performance face fewer capital constraints. This is due to several reasons. First, superior CSR performance is directly linked to better stakeholder engagement, which in turn implies that contracting with stakeholders takes place on the basis of mutual trust and cooperation (Jones, 1995). Furthermore, as Jones (1995) argues, “because ethical solutions to commitment problems are more efficient than mechanisms designed to curb opportunism, it follows that firms that contract with their stakeholders on the basis of mutual trust and cooperation […] will experience reduced agency costs, transaction costs8 Cobley, M. 2009. “Banks Cut Back Analysis on Social Responsibility”, The Wall Street Journal, June 11th 2009.9 An initiative established by institutional investors with assets totaling more than US$1 trillion.10 “Universal Ownership: Exploring Opportunities and Challenges”, Conference Report, April 2006, Saint Mary’s College of California, Center for the study of Fiduciary Capitalism and Mercer Investment Consulting.and costs associated with team production” (Foo, 2007). In other words, superior stakeholder engagement may directly limit the likelihood of short-term opportunistic behavior (Benabou and Tirole, 2010; Ioannou and Serafeim, 2011) by reducing overall contracting costs (Jones, 2005).Moreover, firms with better CSR performance are more likely to disclose their CSR activities to the market (Dhaliwal et al., 2011) to signal their long-term focus and differentiate themselves (Spence, 1973; Benabou and Tirole, 2010). In turn, reporting of CSR activities: a) increases transparency around the social and environmental impact of companies, and their governance structure and b) may change internal management practices by creating incentives for companies to better manage their relationships with key stakeholders such as employees, investors, customers, suppliers, regulators, and civil society (Ioannou and Serafeim, 2011). Therefore, the increased availability of data about the firm reduces informational asymmetries between the firm and investors (e.g. Botosan, 1997; Khurana and Raman, 2004; Hail and Leuz, 2006; Chen et al., 2009; El Ghoul et al., 2010), leading to lower capital constraints (Hubbard, 1998).In fact, the rapid growth of available capital through SRI funds in recent years (Ioannou and Serafeim, 2010a), and the corresponding expansion of potential financiers that base their investment decisions on non-financial information (Kapstein, 2001), may well be partially due to the increased transparency and an endorsement of the long-term orientation that firms with superior CSR performance adopt. In sum, because of lower agency costs through stakeholder engagement and increased transparency through nonfinancial reporting, we predict that a firm with superior CSR performance will face lower capital constraints.To investigate the impact that CSR has on capital constraints, we use data from Thompson Reuters ASSET411for 2,439 publicly listed firms during the period 2002 to 2009. Thompson Reuters ASSET4 rates firms’ performance on three dimensions (“pillars”) of CSR: social, environmental and corporate governance. The dependent variable of interest is the “KZ index”, first advocated by Kaplan and Zingales (1997) and subsequently used extensively by scholars (e.g. Lamont et al., 2001; Baker et al., 2003; Almeida et al., 2004; Bakke and Whited, 2010; Hong et al., 2011) as a measure of capital constraints.The results confirm that firms with better CSR performance face lower capital constraints. We test the robustness of the results, by substituting the KZ index with an indicator variable for stock repurchase activity, to proxy for capital constraints, and we find similar results. Importantly, the results remain unchanged when we implement an instrumental variables approach and a simultaneous equations model, mitigating potential endogeneity concerns or correlated omitted variables issues, and providing evidence for a causal argument. Finally, we disaggregate CSR performance into its three components to gain insight as to which pillars have the greatest impact on capital constraints. We find that the result is driven primarily by social and environmental performance.This paper contributes to both the theoretical and empirical literature on CSR. Although many studies have explored the link between CSR and value creation, few have focused on the crucial role that capital markets play as a mechanism through which CSR may translate into tangible benefits for firms (e.g. Derwall and Verwijmeren, 2007; Goss and Roberts, 2011; Sharfman and Fernando, 2008; Chava, 2010). We contribute to this literature by showing the impact that CSR has on the firm’s ability to access finance in capital markets.11ASSET 4 is widely used by investors as a source for environmental, social and governance performance data. Some of the most prominent investment houses in the world, such as BlackRock, use the ASSET 4 data. See: /content/financial/pdf/491304/2011_04_blackrock_appoints_esg.pdfFurthermore, this study sheds light on the core strategic problem: understanding persistent performance heterogeneity across firms in the long-run. We argue that differential ability across firms to implement CSR strategies, results in significant variation in terms of CSR performance which in turn, is directly linked to the firm’s ability to access capital. Differential access to capital implies variation in the ability of firms to finance major strategic investments, leading to direct performance implications in the long-run. In other words, by understanding the consequences of variability in CSR strategies we contribute towards understanding performance heterogeneity across firms in the long-run.The remainder of the paper is organized as follows. Section II discusses the prior literature linking CSR to value creation, and prior literature linking capital constraints with firm performance. Section III presents the theoretical argument and derives our main hypothesis. Section IV presents the data sources and the empirical methods. Section V presents the results and section VI provides a discussion of the findings, the limitations of the study and concludes.II.PRIOR LITERATURECorporate Social Responsibility and Firm PerformanceMany studies have investigated the link between CSR and financial performance, both from a theoretical as well as from an empirical standpoint. On the one hand, prior theoretical work rooted in neoclassical economics argued that CSR unnecessarily raises a firm’s costs, and thus, puts the firm in a position of competitive disadvantage vis-à-vis competitors (Friedman, 1970; Aupperle et al., 1985; McWilliams and Siegel, 1997; Jensen, 2002). Other studies have argued that employing valuable firm resources to engage in socially responsible strategies results insignificant managerial benefits rather than financial benefits to the firm’s shareholders (Brammer and Millington, 2008).On the other hand, several scholars have argued that CSR may have a positive impact on firms by providing better access to valuable resources (Cochran and Wood, 1984; Waddock and Graves, 1997), attracting and retaining higher quality employees (Turban and Greening, 1996; Greening and Turban, 2000), better marketing for products and services (Moskowitz, 1972; Fombrun, 1996), creating unforeseen opportunities (Fombrun et al., 2000), and gaining social legitimacy (Hawn et al., 2011). Furthermore, others have argued that CSR may function in similar ways as advertising does and therefore, increase overall demand for products and services and/or reduce consumer price sensitivity (Dorfman and Steiner, 1954; Navarro, 1988; Sen and Bhattacharya, 2001; Milgrom and Roberts, 1986) as well as enable the firm to develop intangible resources (Gardberg and Fomburn, 2006; Hull and Rothernberg, 2008; Waddock and Graves, 1997). Within stakeholder theory (Freeman, 1984; Freeman et al., 2007; Freeman et al., 2010), which suggests that CSR is synonymous to effective management of multiple stakeholder relationships, scholars have argued that identifying and managing ties with key stakeholders can mitigate the likelihood of negative regulatory, legislative or fiscal action (Freeman, 1984; Berman et al., 1999; Hillman and Keim, 2001), attract socially conscious consumers (Hillman and Keim, 2001), or attract financial resources from socially responsible investors (Kapstein, 2001). CSR may also lead to value creation by protecting and enhancing corporate reputation (Fombrun and Shanley, 1990; Fombrun, 2005; Freeman et al., 2007).Empirical examinations of the link between CSR and corporate financial performance have resulted in contradictory findings, ranging from a positive to a negative relation, to a U-shaped or even to an inverse-U shaped relation (Margolis and Walsh, 2003). According toMcWilliams and Siegel (2000), conflicting results were due to “several important theoretical and empirical limitations” (p.603) of prior studies; others have argued that prior work suffered from “stakeholder mismatching” (Wood and Jones, 1995), the neglect of “contingency factors” (e.g. Ullmann, 1985), “measurement errors” (e.g. Waddock and Graves, 1997) and, omitted variable bias (Aupperle et al.,, 1985; Cochran and Wood, 1984; Ullman, 1985).In this paper, we shed light on the link between CSR and value creation, by focusing on the role of capital markets, as a specific mechanism through which CSR strategies may translate into economic value in the long run. More specifically, we argue that better CSR performance leads to lower capital constraints, which in turn has a positive impact on performance. Accordingly, the following subsection briefly reviews prior literature on the link between capital constraints and firm performance.Capital Constraints and Firm PerformanceFirms undertake strategic investments to achieve competitive advantage and thus, superior performance. The ability of the firms to undertake such investments is, in turn, directly linked to the idiosyncratic capital constraints that the firm is facing. Therefore, to understand the link between capital constraints and performance we first focus on the impact of capital constraints on investments. The theory of investment was shaped by Modigliani and Miller's seminal paper in 1958, which predicted that “a firm's financial status is irrelevant for real investment decisions in a world of perfect and complete capital markets.” The neoclassical economists derived the investment function from the firm's profit-maximizing behavior and showed that investment depends on the marginal productivity of capital, interest rate, and tax rules (Summers et. al. 1981; Mankiw 2009). However, subsequent studies in equity and debtmarkets showed that cash flow (i.e. internal funds) also plays a significant role in determining the level of investment (Blundell et. al. 1990; Whited 1992; Hubbard and Kashyap 1992). Importantly, studies have shown that financially constrained firms are more likely to reduce investments in a broad range of strategic activities (Hubbard, 1998; Campello et al., 2010), including inventory investment (Carpenter et al., 1998) and R&D expenditures (Himmelberg and Petersen, 1994; Hall and Lerner, 2010), thus significantly constraining the capacity of the firm to grow over time.Another set of studies has explored the relation between capital constraints and firm entry and exit decisions. Using entrepreneurs' personal tax-return data, Holtz-Eakin, Joulfaian, and Rosen (1994a) considered inheritance as an exogenous shock on the individual’s wealth and found that the size of the inheritance had a significant effect on the probability of becoming an entrepreneur. A follow-up paper (Holtz-Eakin, Joulfaian, and Rosen 1994b) has shown that firms founded by entrepreneurs with a larger inheritance (thus, lower capital constraints) are more likely to survive. Aghion, Fally and Scarpetta (2007) develop a similar argument by using firm-level data from 16 economies, comparing new firm entry and their post-entry growth trajectory.Another stream of literature, that considers incumbents as well as new entrants, (see Levine (2005) for a review of relevant studies) argues that capital constraints tend to affect relatively more the smaller, newer and riskier firms and channel capital to where the return is highest. As a result, countries with better-functioning financial systems that can ease such constraints, experience faster industrial growth. Given the idiosyncratic levels of constraints faced by companies of various sizes, scholars started to look at capital constraints as an explanation for why small companies pay lower dividends, become more highly levered and grow more slowly (Cooley and Quadrini 2001; Cabral and Mata 2003). For example, Carpenterand Petersen (2002) showed that a firm's asset growth is constrained by internal capital for small U.S. firms, and that firms who are able to raise more external funds enjoy a higher growth rate. Becchetti and Trovato (2002) found comparable results with a sample of Indian firms, and Desai, Foley and Forbes (2008) confirmed the same relation in a currency crisis setting. Finally, Beck et al. (2005), using survey data of a panel of global companies, documented that firm performance is vulnerable to various financial constraints and small companies are disproportionately affected due to tighter limitations. In sum, the literature to date has revealed that seeking ways to relax capital constraints is crucial to the firm-level survival and growth, the industry-level expansion and the country-level development.III.THEORETICAL DEVELOPMENTBased on neoclassical economic assumptions that postulate a flat supply curve for funds in the capital market at the level of the risk-adjusted real interest rate, Hennessy and Whited (2007) argued that “a CFO can neither create nor destroy value through his financing decisions in a world without frictions”. However, because of market imperfections such as informational asymmetries (Greenwald, Stiglitz and Weiss 1984; Myers and Majluf 1984) and agency costs (Bernanke and Gertler 1989, 1990), the supply curve for funds is effectively upward sloping rather than horizontal12 at levels of capital that exceed the firm’s net worth. In other words, when the likelihood of agency costs is high (e.g. opportunistic behavior by managers) and the capital required by the firm for investments exceeds the firm’s net worth (and it is thus uncollateralized), lenders are compensated for their information (and/or monitoring) costs by charging a higher interest rate. The greater these market frictions are, the steeper the supply curve and the higher the cost of external financing.12 For a full exposition of the model, based on neoclassical assumptions, see Hubbard (1998), p. 195-198.It follows then that adoption and implementation of firm strategies that reduce informational asymmetries or reduce the likelihood of agency costs, can shrink the wedge between the external and the internal cost of capital by making the supply curve for funds less steep. Equivalently, for a given interest rate, the firm is able to obtain higher amounts of capital. Better access to capital in turn, favorably impacts overall strategy by enabling the firm to undertake major investment decisions that otherwise would have been unprofitable, and/or by influencing the firm’s capital structure choices (e.g., Hennessy and Whited, 2007).We argue that firms with better CSR performance face lower capital constraints compared to firms with worse CSR performance. This is because superior CSR performance reduces market frictions through two mechanisms. First, superior CSR performance is the result of the firm committing to and contracting with stakeholders on the basis of mutual trust and cooperation (Jones, 1995; Andriof and Waddock, 2002). Consequently, as Jones (1995) argues, “because ethical solutions to commitment problems are more efficient than mechanisms designed to curb opportunism, it follows that firms that contract with their stakeholders on the basis of mutual trust and cooperation […] will experience reduced agency costs, transaction costs and costs associated with team production” (Foo, 2007). More specifically, such agency and transaction costs include “monitoring costs, bonding costs, search costs, warranty costs and residual losses”, according to Jones (2005, p.422). In other words, superior stakeholder engagement may not only directly limit the likelihood of short-term opportunistic behavior (Benabou and Tirole, 2010; Ioannou and Serafeim, 2011), but it also represents a more efficient form of contracting (Jones, 1995), which in turn is rewarded by the markets.In addition, firms with superior CSR performance are more likely to disclose their CSR strategies by issuing sustainability reports (Dhaliwal et al., 2011) and are more likely to provideassurance of such reports by third parties, thus increasing their credibility (Simnett et al., 2009; Benabou and Tirole, 2010). In turn, reporting and assurance of CSR activities: a) increases transparency around the long-term social and environmental impact of companies, and their governance structure and b) may change internal management practices by creating incentives for managers to better manage their relationships with key stakeholders such as employees, investors, customers, suppliers, regulators, and civil society (Ioannou and Serafeim, 2011). The increased availability of credible data about the firm’s strategies reduces informational asymmetries leading to lower capital constraints (Hubbard, 1998). Moreover, because reporting of CSR activities can also directly affect managerial practices by incentivizing managers to focus on long-term value creation, CSR reporting reduces the likelihood of agency costs in the form of short-termism.Indicatively, we note that the rapid growth of available capital for investment through SRI funds in recent years (Ioannou and Serafeim, 2010a), and the corresponding expansion of potential financiers that base their investment decisions on non-financial information (Kapstein, 2001), may well be due, to an extent, to the increased availability of information about the firm, and the resulting investor endorsement of the long-term focus that firms with superior CSR performance adopt. For example, many SRI funds use a positive screening model in which they overweight firms with good CSR performance in their portfolio, or a negative screening model in which they exclude from their investment universe companies with bad CSR performance, or an ESG integration model in which they integrate ESG data into their valuation models. Under all these investment models, SRI funds fully incorporated non-financial information in their decision making, over and above the traditional use of financial information.In sum, firms with better CSR performance are more likely to face lower capital constraints because of reduced informational asymmetries and reduced agency costs. This implies the following hypothesis:Hypothesis: Firms with better CSR performance face fewer capital constraints.IV. DATA AND EMPIRICAL METHODSDependent Variable: The KZ index of capital constraintsTo measure the level of capital constraints we follow the extant literature in corporate finance (e.g. Lamont et al. 2001; Almeida et al., 2004; Bakke and Whited, 2010) and construct the KZ index 13, using results from Kaplan and Zingales (1997). Specifically, as reported in Lamont et al. (2001), Kaplan and Zingales (1997) classify firms into discrete categories of capital constraints and then employ an ordered logit specification to relate these classifications to accounting variables. In this paper, and consistent with the prior literature, we use their regression coefficients to construct the KZ index 14 consisting of a linear combination of five accounting ratios: cash flow to total capital, the market to book ratio, debt to total capital, dividends to total capital, and cash holdings to capital. Firms with higher values of cash flow to total capital, dividends to total capital, and cash holdings to capital, and with lower values for the market to book ratio and debt to total capital are less capital constrained. The intuition behind these variables is that firms with high cash flows and large cash balances have more internal funds to deploy for new projects and as a result they are less capital constrained (Baker et al., 2003). 13 A variety of approaches including investment-cash flow sensitivities (Fazzari et al., 1988), the Whited and Wu (WW) index of constraints (Whitted and Wu, 2006) and other sorting criteria based on firm characteristics have been proposed in the literature as measures of capital constraints. Here, we use the KZ index because it has been the most prevalently used measure in the literature to date (Hadlock and Pierce, 2010). 14 More specifically we calculate the KZ index following Baker, Stein and Wurgler (2003) as: -1.002 CF it /A it-1 -39.368 DIV it /A it-1 - 1.315 C it /A it-1 + 3.139 LEV it + 0.283 Q it , where CF it /A it-1 is cash flow over lagged assets; DIV it /A it-1 is cash dividends over lagged assets; C it /A it-1 is cash balances over assets; LEV it is leverage and Q it is the market value of equity (price times shares outstanding plus assets minus the book value of equity over assets. The original odered logit regression and full exposition of the index may be found in Kaplan and Zingales (1997).。
富士通 ETERNUS SF V16.7 存储管理软件 数据手册说明书
Data SheetFUJITSU ETERNUS SF V16.7Storage Management SoftwareCentral console and advanced management functions forETERNUS DX and ETERNUS AF storage environments.ETERNUS SF Storage Management Software The comprehensive and flexible datamanagement for ETERNUS DX storage systems offers convenient, consistent and powerful tools with enterprise class functionalities even for the entry class. Innovative and advanced functions increase operational efficiency and help to implement appropriate service levels. Complementing the integrated ETERNUS DX hardware storage management the ETERNUS SF storage management software is used to support overall daily operations within the entire storage infrastructure. ETERNUS DX’ embedded management, together with ETERNUS SF, serve as the overarching basis for Fujitsu’s highly efficient Flexible Data Management. It offers the same usability for all operational workflows throughout the ETERNUS DX series, from entry-level systems up to the high-end models. Therefore, acquired management skills can be leveraged over sites and over time. A high degree of automation and an easy to learn, easy to handle graphical user interface reduces significantly administrator’s training efforts with regards to cost and time. The customizable dashboard screen further eases all management tasks for the daily work. Storage resource optimization including implementation of policies for enhancing storage integration and operation, error discovery, health monitoring, capacity management, provisioning, local and remote replication and disaster recovery arepresented with a consistent user friendly look and feel.In addition to the cost savings given by the ergonomic and unified storage managementETERNUS SF also enables to eliminate unnecessarymaintenance cost as even complex storage management operations can be executed without high-level skills or expensive vendor’s intervention.A flexible and transparent license model guarantees that customers pay only needed functionalities and such can grow with rising requirements at foreseeable cost.ETERNUS SF Express is the management console for ETERNUS DX entry systems.ETERNUS DX60, DX100 and DX200 disk storage systems are shipped with a free-of-charge ETERNUS SF Express license. The Expresssoftware offers basic management features, as well as simple, wizard based configuration and can monitor multiple ETERNUS DX systems with one centralized console. For advanced features ETERNUS SF Express can be easily upgraded to ETERNUS SF Storage Cruiser.Features & BenefitsLicenses and functions overviewETERNUS SF Web GUIThe standard browser based graphical user interface provides an intuitive single console for the entire ETERNUS DX family and enables administrators to implement storage environments with ease and without high-level skills. A customizable dashboard facilitates real-time and comprehensive information regarding the current system state. ETERNUS SF Express LicenseFree-of-charge license for the ETERNUS DX entry systems that offers restricted functions for configuration, management and monitoring as well as basic snapshot capabilitiesETERNUS SF Storage Cruiser (SC) LicensesETERNUS SF SC Basic License: Offers functions to monitor and administrate multiple ETERNUS DX systems including unified (block and file) mangement, storage system configuration, thin provisioning, health and status overview, performance monitoring, Eco Mode settings, power consumption and temperature monitoring.ETERNUS SF SC Standard License: Enhanced license offering in addition to the basic license health, status and end-to-end relationship overview for 3rd party storage, switches, servers and VM’s, SAN managementwith correlation and map view and a reporting function. Mandatory prerequisite for the Optimization, QoS and Storage Cluster licenses.ETERNUS SF SC Optimization License: Enables automated tiering by setting policies to automatically place data on the right media at the right time, achieving the best balance between maximizing performance and minimizing cost(available for ETERNUS DX S3/DX S4 series except DX60 S3/S4, DX80 S2, DX90 S2, DX400 S2 series, DX8700 S2 and ETERNUS AF series).ETERNUS SF SC QoS Management License: Enables the consolidationof multiple tiers of applications in single storage systems. The ETERNUS SF QoS automation feature enhances the array-based ETERNUS DX QoS feature and automates the process by dynamically maintaining, controlling and balancing the response times of the application-specific volumes(available for ETERNUS DX100 S3/S4, DX200 S3/S4, DX500 S3/S4, DX600 S3/S4, DX8700 S3, DX8900 S3/S4 and ETERNUS AF series).ETERNUS SF SC Storage Cluster License: Transparent failover feature which ensures business continuity in case of planned or unplanned outage of a complete array(available for DX100 S3/S4, DX200 S3/S4, DX500 S3/S4, DX600 S3/S4,DX8700 S3, DX8900 S3/S4, DX200F and ETERNUS AF series).ETERNUS SF AdvancedCopy Manager (ACM) LicensesETERNUS SF ACM Local Copy License: Offers a comprehensive set of array-based snapshot, cloning and mirroring capabilities including wizard- assisted backup for Exchange and SQL Servers. Mandatory prerequisite for the Exchange Server and SQL Server licensesETERNUS SF ACM Remote Copy License: Enables synchronous or asynchronous remote mirroring between arrays. Mandatory prerequisite for the Storage Cluster license(not available for ETERNUS DX60/DX60 S2/DX60 S3/DX60 S4/DX80/DX80 S2).ETERNUS SF ACM for Exchange Server License: Restore wizard for Exchange ServerETERNUS SF ACM for SQL Server License: Restore wizard for SQL Server Feature PacksETERNUS SF Replication Bundle: includes SC Standard License, ACM Local Copy, ACM Remote Copy, ACM for Exchange, ACM for SQL Server licenses (available for ETERNUS DX S3 / DX S4 series, for DX60 S3/S4 wihout ACM Remote Copy).ETERNUS SF Replication Bundle with Tiering: includes Replication Bundle and SC Optimization Option licenses(available for ETERNUS DX S3 / DX S4 series except DX60 S3/S4).ETERNUS SF Tiering Bundle: includes SC Standard and SC Optimization Option licenses(available for ETERNUS DX100 S3/S4, DX200 S3/S4, DX500 S3/S4, DX600 S3/S4).ETERNUS SF Business Continuity Bundle: includes SC Standard, ACM Remote Copy and Storage Cluster Option licenses.(available for ETERNUS DX100 S3/S4, DX200 S3/S4, DX500 S3/S4, DX600 S3/S4 ).All-in FlashPack: includes SC Standard, ACM Local & Remote Copy and SC Quality of Service Management Option .(included in ETERNUS AF series).More details for all features can be found on:/global/products/computing/storage/disk/eternus-dx/ feature/Technical detailsETERNUS SF Whitepapers and Details for FeaturesETERNUS SF Technical Whitepaper /global/products/computing/storage/software/eternus-sf/index.html Storage Cluster /global/products/computing/storage/disk/eternus-dx/storage-cluster/ VMware VVOL /global/products/computing/storage/disk/eternus-dx/eternusdx-vvol/ ETERNUS SF Storage Cruiser- Supported DevicesDisk Storage Systems ETERNUS DX60 S4, DX100 S4, DX200 S4, DX500 S4, DX600 S4ETERNUS DX60 S3, DX100 S3, DX200 S3, DX500 S3, DX600 S3ETERNUS DX8900 S4ETERNUS DX8700 S3, DX8900 S3ETERNUS DX60/DX60 S2, DX80 S2, DX90 S2ETERNUS DX410/DX410 S2, DX440/DX440 S2ETERNUS DX8400, DX8700/DX8700 S2NetApp FAS seriesTintri VMstore series (can be monitored only by the management server for Windows)NetApp FAS series, NetApp V series, NetApp AFF A seriesAll Flash Arrays ETERNUS AF250 S2, AF650 S2ETERNUS AF250, AF650ETERNUS DX200FTape Libraries ETERNUS LT20/LT20 S2, LT40/LT40 S2, LT60 S2ETERNUS LT200, LT210, LT220, LT230, LT250, LT270, LT270 S2, LT260Data Protection Appliances ETERNUS CS800, CS800 S2, CS800 S3, CS800 S4, CS800 S5ETERNUS CS2000Fibre Channel Switches Brocade 12000, 24000, 48000Brocade 8000, 7800, 7810, 7500, 6730, 6710, 6510, 6505, 5000, 5100, 5300, 5450Brocade 4016, 4016 D4, 4100, 4900Brocade 3250, 3850, 3014, 3200, 3800, 3900Brocade G630, G620, G610Brocade 200E, 300Brocade DCX 8510-4/8, DCX, DCX-4SBrocade X6-4/8Brocade AP7420PRIMERGY Fibre Channel Switch BladePRIMERGY BX600 Fibre Channel Switch BladePRIMERGY Fibre Channel Switch BladeS26361-F3144-E1/L1, S26361-F3144-E2/L2, S26361-F3144-E4S26361-F3144-E6, S26361-F3144-E14, S26361-F3144-E16S26361-K1305-V14, S26361-K1305-V26, S26361-K1305-V126ETERNUS SF AdvancedCopy Manager - Supported DevicesDisk Storage Systems ETERNUS DX60 S4, DX100 S4, DX200 S4, DX500 S4, DX600 S4ETERNUS DX60 S3, DX100 S3, DX200 S3, DX500 S3, DX600 S3ETERNUS DX8900 S4ETERNUS DX8700 S3, DX8900 S3ETERNUS DX60/DX60 S2, DX80 S2, DX90 S2ETERNUS DX410/DX410 S2, DX440/DX440 S2ETERNUS DX8400, DX8700/DX8700 S2All Flash Arrays ETERNUS AF250 S2, AF650 S2ETERNUS AF250, AF650ETERNUS DX200FETERNUS SF Express- Supported DevicesHybrid Storage Systems/Disk Storage Systems ETERNUS DX60 S4, DX100 S4, DX200 S4 ETERNUS DX60 S3, DX100 S3, DX200 S3 ETERNUS DX60/DX60 S2, DX80 S2, DX90 S2All Flash Arrays ETERNUS DX200FInstallation specificationManager Platforms Microsoft Windows Server 2019Microsoft Windows Server 2016Microsoft Windows Server 2012, 2012 R2Microsoft Windows Server 2008, 2008 R2Solaris 11 (11/11 or later), Solaris 10 (except ETERNUS SF Express)Red Hat Enterprise Linux 7Red Hat Enterprise Linux 6Red Hat Enterprise Linux 5Oracle Linux 6VMware® vSphere 6.0, 6.5, 6.7VMware® vSphere 5.0, 5.1, 5.5Microsoft Windows Server 2019 Hyper-VMicrosoft Windows Server 2016 Hyper-VMicrosoft Windows Server 2012 Hyper-V, 2012 R2 Hyper-VMicrosoft Windows Server 2008 Hyper-V, 2008 R2 Hyper-VHyper-V 2.0Agent Platforms Microsoft Windows Server 2019Microsoft Windows Server 2016Microsoft Windows Server 2012, 2012 R2Microsoft Windows Server 2008, 2008 R2Solaris 11 (11/11 or later), Solaris 10Red Hat Enterprise Linux 7Red Hat Enterprise Linux 6Red Hat Enterprise Linux 5Oracle Linux 6SUSE Linux Enterprise Server 12HP-UX 11i v3, HP-UX 11i v3 (IPF)AIX 7.1/6.1VMware® vSphere 6.0, 6.5, 6.7VMware® vSphere 5.0, 5.1, 5.5Microsoft Windows Server 2019 Hyper-VMicrosoft Windows Server 2016 Hyper-VMicrosoft Windows Server 2012 Hyper-V, 2012 R2 Hyper-VMicrosoft Windows Server 2008 Hyper-V, 2008 R2 Hyper-VHyper-V 2.0KVM on RHEL 7KVM on RHEL 6Client - Web Browser Internet Explorer 9, 10, 11Firefox ESR 17, 24, 31, 38, 45, 52, 60Microsoft Edge® 25, 42Google Chrome 60Client - Tablet (Dashboard Screens)Safari 8, 9 (iOS)Chrome 47, 50 (Android)ContactFUJITSU LIMITEDWebsite: /eternus2021-07-30 WW-ENworldwide project for reducing burdens on the environment.Using our global know-how, we aim to contribute to the creation of a sustainable environment for future generations through IT.Please find further information at http://www./global/about/environmentdelivery subject to availability. Any liability that the data and illustrations are complete, actual or correct is excluded. Designations may be trademarks and/or copyrights of the respective owner, the use of which by third parties for their own purposes may infringe the rights of such owner.。
Infoblox与ServiceNow集成解决方案简介说明书
JOINT SOLUTION BRIEFInfoblox and ServiceNow Integration Orchestrates and Accelerates Threat ResponseWith Infoblox and ServiceNow integration, your network and security teams can resolve security issues faster and more collaboratively with enhanced visibility, agility and automation. The joint solution combines industry-leading Infoblox DNS, DHCP, and IP address management (DDI) and advanced Configuration Management and Database (CMDB) and incident management capabilities from ServiceNow. It empowers your network and security practitioners to respond faster to network changes and security events by enabling them to automatically receive information on new devices as well as infected or compromised hosts and automate repetitive tasks through intuitive workflows.ChallengesToday’s enterprise network consists of a large number of network and security devices, each of which generates data about incidents and events. And yet that data is often not shared across different tools or devices. The inability to share data easily and the lack of interoperability creates solution silos and limits vital context that could speedresponse. According to the Enterprise Strategy Group research report, Strategies in 2017, keeping up with the volume of security alerts and integrating different security tools are the biggest challenges related to security operations. According to the same survey, investing in technologies that automatesecurity operations and threat detection is a top priority for security teams today.Joint SolutionThe Infoblox component of the joint solution incorporates advanced DDI capabilities and the industry’s most extensive threat intelligence and third-party security vendor API integrations. The ServiceNow components include leading CMDB and incident management capabilities, which are widely used by organizations and provide a 360-degree, consolidated view across all IT assets and securityincidents, while greatly improving the speed and efficiency of response.Enabling Consolidated VisibilityInfoblox synchronizes information on new devices,networks and IP addresses with the ServiceNow CMDB to create incident notifications, which are then pushed torecipients. The combined solution gives your network andsecurity personnel the ability to see new devices, incidents, and indicators of compromise (IoCs) discovered by Infoblox all in one place from within the ServiceNow portal interface(Fig. 1).Figure 1Figure 2The integrated solution also displays details of DNS security events detected by Infobloxwithin the ServiceNow UI (Fig. 2).Infoblox & ServiceNow DiscoveryWith the Discovery component of the ServiceNow solution your teams can get consolidated dashboard views into your on-prem and cloud resources. The ServiceNow Discovery service uses IP subnet information to trigger discovery using agentless protocols. Infoblox integration helps bootstrap ServiceNow Discovery by pulling all the IP subnet information from your IPAM solution to the ServiceNow IP network table (Fig. 3).Licensing RequirementsTo take advantage of the integration between ServiceNow Discovery and Infoblox, you will need an InfobloxSecurity Ecosystem license. Additional Infoblox licenses are required to receive network DDI information, threat information through Infoblox Response Policy Zones (RPZ), and threat intelligence. The ServiceNow Discovery and Infoblox integration was built by Infoblox and is supported by the Infoblox community.Figure 3Getting StartedTo get started, you can download Infoblox’s DDI application (Infoblox activity pack) from the ServiceNow store. It comes loaded with more than twenty valuable activations (e.g., RPZ, ADP, TI rule and DNS records management). These activations enable you to customize specific workflows on ServiceNow to interoperate with the Infoblox Grid. It also contains two sample workflows for creating and deleting RPZ rules as shown (Fig. 4).Figure 4Infoblox is leading the way to next-level DDI with its Secure Cloud-Managed Network Services. Infoblox brings next-level security, reliability and automation to cloud and hybrid systems, setting customers on a path to a single pane of glass for network management. Infoblox is a recognized leader with 50 percent market share comprised of 8,000 customers, including 350 of the Fortune 500.Corporate Headquarters | 3111 Coronado Dr. | Santa Clara, CA | 95054+1.408.986.4000 | 1.866.463.6256 (toll-free, U.S. and Canada) | ***************** | © 2018 Infoblox, Inc. All rights reserved. Infoblox logo, and other marks appearing herein are property of Infoblox, Inc. All other marks are the property of their respective owner(s). SN2047-00-1018SummaryThe Infoblox and ServiceNow joint solution provides your organization with the following benefits:Consolidated dashboard views into network changes: Integration between Infoblox and ServiceNow provides visibility into devices and endpoints joining and leaving the network, which helps security and network admins to take appropriate actions sooner.Visibility and faster response to DNS threats: Whenever Infoblox detects DNS threats, it automatically notifiesServiceNow, enabling security personnel to respond faster. Elimination of network service outages: Enable proactive identification of network and security issues to ensure quick response to network changes and security events.Rapid resolution of network issues at light speed: Eliminate network issues before they cause service outages byproactively assessing product or service health in real time and engaging the right resources to fix the issues fast.To learn more about this integration and demo, please visit https:///t5/ServiceNow/ gp-p/SERVICENOWAbout ServiceNowServiceNow was started in 2004 with the belief that getting simple stuff done at work can be easy, and getting complex multi step tasks completed can be painless. From thebeginning, ServiceNow envisioned a world where anyone could create powerful workflows to get enterprise work done. Today, ServiceNow’s cloud-based platform simplifies the way we work through a structured security response engine. ServiceNow Security Operations automates,predicts, digitizes, and optimizes security and vulnerability response to resolve threats quickly based on business impact. Reduce manual processes and increase efficiency across security and IT teams. ServiceNow is how work gets done. To find out how, visit:/sec-ops .。
咨询费保护协(中英文版)(2023年)
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ionlineii.Kisumu-Lesso85km,220kVsinglecircuittransmissionline
4.客户同意立即提供给顾问一份有关以下交易的合同复印件。自本协议执行起，顾问的会计或审计人员可以通 过三十(30)天预先通知,在合理的营业时间，进行审计与交易有关的记录同时佣金据此支付。如果审计显示支付给顾 问的费用与客户实际缴付的不符,客户应在三十(30)天内按照差额加10%的额度付款，除了审核的费用。
1.essos-X：170公里，220千伏双回路输电线路二。
X-Lesso：85公里，220千伏单回路输电线
C。mmiSSi。 rLAscompensationfbrtheServices,theClientwillpaytotheConsultantacommissionequaltosixpercent(6%)ofthegrossco nsiderationreceivedortobereceivedbytheClientoritsshareholders,directors,orofficers(a“Commission")inconnectionwi ththeaboveTransactionoranyTransactionsbetweentheClientandanyentity,government,orindividual(orsuchentity,gove rnmentorindividuaΓssubsidiariesaffiliatesorassigns)thattheConsultantintroducestotheClientduringtheteπnofthisAgre ement.ForthepurposesofthisAgreement,a“Transaction“isdefinedasanytransactionthatresultsintheexchangeofcash,i nventory,stock,goods,orservices,inexchangefbrthedeliveryoftheClient,sproducts,servicesorotherconsideration.Thet eπnsofthisSection2shallsurviveanyexpirationofthisAgreement.
城市轨道交通跨线运营集群调度系统互通方案
1引言集群调度系统是在城市轨道交通行车安全类业务中,为调度员、车站值班员等与列车司机、站务、防灾、维修等移动用户之间提供迅速、有效的通信手段。
在城市轨道交通建设早期,列车调度业务基本采用欧州标准的陆上集群无线TETRA (Terrestrial Trunked Radio )系统,但TETRA 系统存在造价贵、需求响应慢以及不开放互联接口等问题。
2014年8月,温州市域S1线一期工程开始采用TD-LTE (TD-SCDMA Long Term Evolution )技术替代TETRA 实现宽带集群调度系统。
2016年,城市轨道交通LTE-M (Long Term Evolution-Metro )行业标准发布,该标准明确采用我国自主知识产权的B-TrunC (Broadband Trunking Communica-tion )标准宽带集群实现列调业务[1],到目前为止B-TrunC 宽带集群系统已是各城市轨道交通的新建新路和老线改造优先选项。
随着我国城市轨道交通智能化发展,跨线运营,互联互通需求日益增加,因此,目前新建线路和老线改造时在跨线运营场景下如何实现集群系统之间的互联互通是目前城轨建设迫切需要解决的问题。
2集群调度系统互联需求综合目前国内城市轨道交通列车调度集群系统的建设情况,目前主流制式有LTE-M 集群和TETRA 集群系统,新建线路逐步采用LTE-M 集群。
以新建项目跨线运营互通需求为出发点,探讨在工程建设方案设计中跨线运营场景下集群系统跨线的互通方案,在线路之间均采用LTE-M 集群系统的情况下,需要实现LTE-M 和LTE-M 系统之间互通,即LTE-M_LTE-M 场景;在对接线路采用TETRA 制式无线集群调度系统时需要实现LTE-M 和TETRA 系统集群业务之间倒切,即LTE-M_TETRA 场景;TETRA 集群系统之间的互通方【作者简介】占三毛(1976~),男,安徽安庆人,高级工程师,从事城市轨道交通车地无线网络研究。
大学生需要培养预测意识的英语作文
大学生需要培养预测意识的英语作文College students need to cultivate a sense of foresightIn today's ever-changing world, it is essential for college students to cultivate a sense of foresight. Foresight is the ability to predict and anticipate future trends, events, and outcomes. It allows individuals to be proactive rather than reactive, and to make informed decisions that will benefit them in the long run.One of the key reasons why college students need to cultivate foresight is the rapidly changing job market. With technology advancing at a rapid pace, many traditional jobs are being replaced by automation and artificial intelligence. In order to stay competitive and relevant in the job market, college students need to anticipate future trends and acquire the necessary skills and knowledge to adapt to them.Another reason why foresight is important for college students is the uncertainty and unpredictability of the future. With global challenges such as climate change, political instability, and economic uncertainty, it is crucial for individuals to be prepared for any eventuality. By developing a sense of foresight, college students can better navigate through these challenges and come up with effective solutions.Furthermore, cultivating foresight can help college students set and achieve their long-term goals. By being able to predict future outcomes and trends, students can make informed decisions that will help them reach their goals more effectively. Whether it is pursuing a successful career, starting a business, or making a positive impact on society, foresight can be a valuable asset in achieving success.In order to cultivate a sense of foresight, college students can take several steps. Firstly, they can stay informed about current events and trends in their field of study. By keeping up to date with the latest developments, students can anticipate future opportunities and challenges.Secondly, college students can develop their critical thinking and analytical skills. By analyzing information and data, students can make more informed predictions about future outcomes. This will enable them to make better decisions and take proactive steps to prepare for the future.Additionally, college students can seek out mentors and advisors who have experience and expertise in their field. By learning from the experiences of others, students can gain valuable insights into future trends and developments. Mentorscan also provide guidance and support in developing a sense of foresight.In conclusion, cultivating a sense of foresight is essential for college students in today's fast-paced and unpredictable world. By developing the ability to predict and anticipate future trends, students can better prepare themselves for the challenges and opportunities that lie ahead. With foresight, students can make informed decisions, set and achieve their long-term goals, and navigate through the uncertainties of the future.。
上外 英语辅导书
上外英语辅导书In the fast-paced world of globalization, proficiencyin English has become a prerequisite for success in various fields. The Shanghai Foreign Languages University (SFLU) English Tutorial Books series stands out as a comprehensive and reliable resource for enhancing English language skills. These books are designed to cater to the needs of students from different backgrounds and levels of proficiency, making them an ideal choice for individuals seeking to improve their English capabilities.The series boasts a diverse range of topics, covering areas such as grammar, vocabulary, reading comprehension, listening skills, speaking abilities, and writing techniques. This comprehensive approach ensures that students are equipped with a balanced skill set, enabling them to communicate effectively in English across various contexts.The grammar section of these books provides asystematic approach to understanding and mastering the intricacies of the English language. It covers varioustopics like sentence structure, tenses, voice, mood, andmore, making it easy for students to grasp and apply the knowledge they acquire.The vocabulary section, on the other hand, introduces students to a wealth of new words and expressions, alongwith their meanings and usage. This not only helps in expanding their vocabulary but also enhances their abilityto express themselves more precisely and fluently in English.The reading comprehension section presents a collection of engaging articles and passages, designed to challengeand improve students' reading skills. These articles covera wide range of topics, including culture, history, science, technology, and more, providing students with anopportunity to read about diverse subjects and improvetheir comprehension abilities.The listening skills section focuses on enhancing students' ability to understand spoken English. It features a variety of audio materials, including dialogues, lectures, and interviews, helping students develop their listening comprehension and improve their pronunciation.The speaking abilities section provides students with practical guidance and exercises to help them develop their speaking skills. It covers areas like pronunciation, fluency, and confidence building, enabling students tospeak English more confidently and naturally.Lastly, the writing techniques section equips students with the skills and knowledge they need to writeeffectively in English. It covers topics like essay writing, report writing, and email writing, among others, teaching students how to structure their ideas, use appropriate language, and convey their messages clearly and concisely.One of the standout features of the Shanghai Foreign Languages University English Tutorial Books series is its user-friendly approach. The books are designed in a clear and concise manner, with ample examples and exercises to help students apply the knowledge they learn. Additionally, the books also include helpful tips and strategies that students can use to improve their learning efficiency.In conclusion, the Shanghai Foreign LanguagesUniversity English Tutorial Books series is an invaluable resource for individuals seeking to enhance their Englishlanguage skills. With its comprehensive coverage of various aspects of English language learning, these books provide students with a solid foundation for achieving proficiency in English. Whether you are a beginner or an advanced learner, these books will serve as your trusted companion on the journey to mastering English.。
八下英语作文第四单元
八下英语作文第四单元I understand your requirement for an English essay for the fourth unit of the eighth grade, and I will do my best to assist you. However, please note that due to the limitations of this platform, I may not be able to provide an essay that is exactly 1000 words long. However, I will strive to provide a comprehensive and detailed responsethat meets your requirements.Title: The Power of Perseverance.Perseverance is a quality that is often overlooked but is crucial to success. It is the ability to continue working hard despite difficulties, failures, and setbacks. In this essay, I will explore the importance of perseverance and how it can help us achieve our goals.Firstly, perseverance is essential for building resilience. Life is full of challenges and setbacks, and it is only through perseverance that we can overcome them.When we persevere, we learn to adapt and bounce back from failure. This resilience allows us to face future challenges with confidence and determination.Secondly, perseverance helps us to develop a growth mindset. When we encounter difficulties, instead of giving up, we persevere and look for ways to improve. This mindset leads to continuous learning and personal growth. Through perseverance, we can turn our weaknesses into strengths and turn setbacks into opportunities for growth.Moreover, perseverance is crucial for achieving long-term goals. Success often does not come easily, and it requires months or even years of hard work and dedication. Only by persevering can we make progress towards our goals, step by step. Every small step we take brings us closer to our dreams, and it is this constant effort that leads to ultimate success.However, perseverance does not mean stubbornly sticking to one path. Sometimes, we need to be flexible and willing to change our approach when faced with insurmountableobstacles. This flexibility combined with perseverance allows us to find new solutions and alternative paths to success.In conclusion, perseverance is a powerful quality that can help us achieve our goals and dreams. It builds resilience, fosters a growth mindset, and enables us to make progress towards our long-term objectives. Let us remember that success often comes to those who are willing to persevere and never give up, despite the challenges and setbacks they may encounter. By persevering, we can transform our dreams into reality and achieve greatness in all aspects of our lives.I hope this essay meets your requirements and provides valuable insights into the power of perseverance. Feel free to ask for any further assistance or clarification if needed.。
FortiCare专业服务介绍说明书
FortiCare Professional ServicesIntroductionAs networks and threats rapidly evolve, it’s critical to make sure security capabilitiescan keep up. Given the global cybersecurity skills shortage, today’s organizationsoften lack the in-house expertise or enough staff to deploy, operate, and maintainthe new technologies required to close security gaps. FortiCare ProfessionalServices delivers expert help to ensure Fortinet deployments are optimized for eachcustomer’s unique needs. Our experts reduce risk with:n Accelerated implementationn Operational enablement for IT teamsn Capability optimization to provide the best security Further, we can assist with ongoing operations of the Fortinet Security Fabric.SERVICE BRIEF FortiCare Professional Services is available for all Fortinet products and is customized to meet each customer’s needs.Streamlined Deployment, Capability Optimization, and Ongoing OperationsHit the Ground Running With New CapabilitiesFast-track return on investment (ROI) with streamlined expert deployment. Consultants with multivendor experience help swiftly migrate from legacy technologies and adopt new capabilities. Driven by proven methodology, FortiCare Professional Services plans and executes implementations efficiently and effectively.Achieve Performance and Configuration ExcellenceAs a business evolves, it needs to adapt protections when there are changes in users, applications, and traffic patterns.Professional Services provides regular reviews of configuration, performance, and policies, for reliability and sustained security.Extend In-house Teams With Dedicated ResourcesIn-house IT teams can focus on more critical duties while Fortinet dedicated resources handle escalation and issueresolution by working closely with Fortinet subject matter experts. Our engineers are domain experts who will get to know each business they are assigned to. Offload redundant operational tasks including configuration, upgrades, and technical incident management. Our experts work closely with in-house teams to maximize productivity by transferring technical and Operational knowledge.Extend In-house Teams With Dedicated ResourcesIn-house IT teams can focus on more critical duties while Fortinet dedicated resources handle escalation and issue resolutionProfessional Services OfferingsAll service engagements include operational enablement and knowledge transfer to ensure in-house staff is able to operate and maintain the solutions after the service is complete. Although designed to be delivered remotely, on-site options are available. Ensure Security Deployments Are Effective and EfficientOperational teams face challenges when deploying any new technology, and the complexities of today’s enterprise networks make it increasingly important to architect and configure security solutions correctly. FortiCare Professional Services gives organizations expert resources to implement and integrate security deployments quickly, while ensuring they are optimized for each unique environment. Copyright © 2022 Fortinet, Inc. All rights reserved. Fortinet, FortiGate, FortiCare and FortiGuard, and certain other marks are registered trademarks of Fortinet, Inc., and other Fortinet names herein may also be registered and/or common law trademarks of Fortinet. All other product or company names may be trademarks of their respective owners. Performance and other metrics contained herein were attained in internal lab tests under ideal conditions, and actual performance and other results may vary. Network variables, different network environments and other conditions may affect performance results. Nothing herein represents any binding commitment by Fortinet, and Fortinet disclaims all warranties, whether express or implied, except to the extent Fortinet enters a binding written contract, signed by Fortinet’s General Counsel, with a purchaser that expressly warrants that the identified product will perform according to certain expressly-identified performance metrics and, in such event, only the specific performance metrics expressly identified in such binding written contract shall be binding on Fortinet. For absolute clarity, any such warranty will be limited to performance in the same ideal conditions as in Fortinet’s internal lab tests. Fortinet disclaims in full any covenants, representations, and guarantees pursuant hereto, whether express or implied. Fortinet reserves the right to change, modify, transfer, or otherwise revise this publication without notice, and the most current version of the publication shall be applicable.April 14, 2022 3:20 PM。
临场应变英语
临场应变英语English:"Being able to adapt to unexpected situations is a valuable skill in any field. In order to excel in handling unforeseen circumstances, one must possess several key attributes. Firstly, maintaining a calm and composed demeanor is essential. Panic only worsens the situation and clouds judgment, whereas a composed attitude allows for clearer thinking and decision-making. Secondly, flexibility is crucial. Rigidity in approach often leads to resistance when faced with unexpected changes, whereas adaptability allows one to pivot smoothly and find alternative solutions. Additionally, effective communication is paramount. Being able to convey information clearly and concisely, as well as actively listening to others, ensures that everyone is on the same page and can work together towards a solution. Furthermore, quick thinking and problem-solving skills are invaluable. The ability to assess the situation rapidly, identify key issues, and devise appropriate strategies is essential for successfully navigating unforeseen challenges. Finally, resilience is key. Setbacks and unexpected obstacles are inevitable, but it's how one bounces back from them that truly matters. By cultivating resilience,individuals can bounce back stronger and more prepared to face future challenges. Overall, the ability to adapt in the face of adversity is not only a skill but a mindset—one that fosters growth, innovation, and success."中文翻译:"在任何领域，能够适应意外情况是一项宝贵的技能。
人工智能不会取代人类英语作文200
篇2
AI Will Not Replace Humans
As a student in the 21st century, I've grown up surrounded by rapidly advancing technology, particularly in the realm of artificial intelligence (AI). While the capabilities of AI systems continue to expand at an astonishing rate, there is a growing concern that these intelligent machines might one day replace humans in various roles and jobs. However, I firmly believe that AI will not and cannot entirely replace human intelligence and creativity.
Moreover, emotional intelligence, the capacity to understand and navigate the complex landscape of human emotions, is a vital aspect of interpersonal relationships and decision-making. AI systems, despite their impressive computational power, lack the innate ability to empathize, to read subtle social cues, and to navigate the nuances of human interactions. Professions that rely heavily on emotional intelligence, such as counseling, teaching, and leadership roles, will continue to be dominated by humans.
Oxalate Assay Kit（Catalog Number：MAK315）产品说明书
Oxalate Assay KitCatalog Number MAK315 Storage Temperature –20 °CTECHNICAL BULLETINProduct DescriptionOxalate or Oxalic Acid is a metabolic breakdown product of the Kreb’s Cycle in eukaryotes, and the glyoxylate cycle in other microorganisms. It can be found in the urine of humans and other mammals. Oxalate concentration can be used as a measure of kidney function where a high level of oxalate is an indicator for kidney stones, which are primarily made of the insoluble salt calcium oxalate. Measuringoxalate is more accurate than measuring calcium as a marker for kidney stones because calcium is excreted at high concentrations even in normal urine.Simple, direct and high-throughput assays for measuring oxalate concentration find wideapplications. This oxalate assay kit uses a single Working Reagent that combines the oxalate oxidase reaction and color reaction in one step. The change in color intensity of the reaction product at 595 nm is directly proportional to oxalate in the sample.Key FeaturesSensitive and accurate – Use samples as small as 10 µL. Linear detection range in 96 well plate for 10 minute incubation: 20–1,500 µM oxalate.Fast and convenient – Sample pretreatment is faster and easier than using activated carbon in competitor’s assay kits.High-throughput adaptable – The procedure involves addition of a single working reagent and incubation for 10 minutes at room temperature. Can be automated for processing thousands of samples per day.ComponentsThe kit is sufficient for 100 assays in 96 well plates.Reagent A 100 µLCatalog Number MAK307AReagent B 18 mLCatalog Number MAK307BStandard, 500 µM Oxalate 1 mLCatalog Number MAK307CHRP Enzyme 120 µLCatalog Number MAK307DOX Enzyme 120 µLCatalog Number MAK307EReagents and Equipment Required but Not Provided.• 96 well flat-bottom plate – It is recommended touse clear plates for colorimetric assays. • Spectrophotometric multiwell plate reader.Precautions and DisclaimerFor R&D use only. Not for drug, household, or other uses. Please consult the Safety Data Sheet for information regarding hazards and safe handling practices.Preparation InstructionsBriefly centrifuge vials before opening. To maintain reagent integrity, avoid repeated freeze/thaw cycles.Storage/StabilityThe kit is shipped on ice. Store all components at –20 °C upon receiving.2ProcedureAll samples and standards should be run in duplicate. Use ultrapure water for the preparation of reagents and samples.Samples can be analyzed immediately after collection or stored in aliquots at 4 °C or –20 °C for 7 days. Avoid repeated freeze-thaw cycles. If particulates are present, centrifuge sample and use the clear supernatant for the assay. Equilibrate all components to room temperature. During experiment, keep thawed Enzymes in a refrigerator or on ice.1. Transfer 10 µL of each sample into three separatewells. Three wells will be needed per sample:Sample Blank, Sample, and Internal Standard. 2. Add 10 µL of ultrapure water to Sample Blank andSample wells, and 10 µL of Standard to theInternal Standard well.3. Quench (For urine samples only. Go to step 4 fornon-urine samples). Mix 5 µL of Reagent A to20 mL of water. Add 30 µL of the diluted ReagentA to each well, tap plate lightly on the sides, andincubate for 2 minutes at room temperature.4. Working Reagent – For Sample Blank wells,prepare enough Blank Reagent for all blank wells by mixing, for each 96 well assay, 155 µL ofReagent B and 1 µL of HRP Enzyme (i.e., No OX Enzyme).For Sample and Internal Standard wells, prepareenough Working Reagent (WR) for all reactionwells by mixing, for each 96 well assay, 155 µL of Reagent B, 1 µL of OX Enzyme, and 1 µL of HRP Enzyme.Note: Working Reagent and Blank Reagent arestable for 2 hours. It is recommended to preparefresh reagents just prior to each assay run.5. Add 150 µL of Blank Reagent to the Sample Blankwells, and 150 µL of Working Reagent to Sample and Internal Standard wells. Mix.6. Incubate 10 minutes at room temperature, andthen read the optical density at 595 nm(550–610 nm). Procedure Using CuvetteThe following procedure is for use in 1 mL cuvettes; adjust volumes up or down in the same ratios for different cuvette sizes.1. Transfer 25 µL of each sample into three separatecuvettes. Three cuvettes will be needed persample: Sample Blank, Sample, and InternalStandard.2. Add 25 µL of water to Sample Blank and Samplecuvettes, and 25 µL of Standard to the InternalStandard cuvette.3. Quench (For urine samples only. Go to step 4 fornon-urine samples). Mix 5 µL of Reagent A to20 mL of water. Add 75 µL of the diluted ReagentA to each cuvette, mix lightly, and incubate for2 minutes at room temperature.4. Working Reagent – For Sample Blank cuvettes,prepare enough Blank Reagent for all blankcuvettes by mixing, per cuvette, 900 µL ofReagent B and 6 µL of HRP Enzyme (i.e., No OX Enzyme).For Sample and Internal Standard cuvettes,prepare enough Working Reagent for all cuvettes by mixing, per cuvette, 900 µL of Reagent B, 6 µL of OX Enzyme, and 6 µL of HRP Enzyme.5. Add 875 µL of Blank Reagent to the Sample Blankcuvettes, and 875 µL of Working Reagent toInternal Standard and Sample cuvettes. Mix.6. Incubate 10 minutes at room temperature, andthen read the optical density at 595 nm(550–610 nm).ResultsCalculationOxalate concentration of a Sample is calculated asWhere:OD SAMPLE, OD STANDARD, and OD BLANK are the optical density values of the Sample, Internal Standard, and Sample Blank wells, respectively.500 µM is the effective concentration of the Internal Standard, and n is the dilution factor.Note: If the Sample oxalate concentration is higher than 1,000 µM, dilute sample in water and repeat the assay. Multiply result by the dilution factor.3 References1. Zuo, G. et al., A novel urinary oxalatedetermination method via catalase modelcompound with oxalate oxidase. AnalyticalMethods, 2010(2), 254-258 (2009).2. Hagen, L. et al., Plasma and Urinary Oxylate andGlycolate in Healthy Subjects. Clin. Chem., 39(1), 134-138 (1993). 3. Costello, J., and Landwehr, D.M., Determinationof Oxalate Concentration in Blood. Clin. Chem.,34(8), 1540-1544 (1988).SS,SJ,JAC,MAM 02/20-1Troubleshooting GuideProblem Possible Cause Suggested SolutionAssay not working Cold assay buffer Assay Buffer must be at room temperature Omission of step in procedure Refer and follow Technical Bulletin precisely Plate reader at incorrect wavelength Check filter settings of instrumentType of 96 well plate used For colorimetric assays, use clear platesSamples with erratic readings Samples prepared in different bufferUse the Assay Buffer provided or refer toTechnical Bulletin for instructionsCell/Tissue culture samples wereincompletely homogenizedRepeat the sample homogenization,increasing the length and extent ofhomogenization step.Samples used after multiple freeze-thawcyclesAliquot and freeze samples if samples will beused multiple timesPresence of interfering substance in thesampleIf possible, dilute sample furtherUse of old or inappropriately storedsamplesUse fresh samples and store correctly untiluseLower/higher readings in samples and standards Improperly thawed componentsThaw all components completely and mixgently before useUse of expired kit or improperly storedreagentsCheck the expiration date and store thecomponents appropriatelyAllowing the reagents to sit for extendedtimes on icePrepare fresh Reaction Mix before use Incorrect incubation times or temperaturesRefer to Technical Bulletin and verify correctincubation times and temperatures Incorrect volumes used Use calibrated pipettes and aliquot correctlyUnanticipated results Samples measured at incorrectwavelengthCheck the equipment and filter settings Samples contain interfering substances If possible, dilute sample furtherSample readings above/below the linearrangeConcentrate or dilute samples so readingsare in the linear range©2020 Sigma-Aldrich Co. LLC. All rights reserved. SIGMA-ALDRICH is a trademark of Sigma-Aldrich Co. LLC, registered in the US and other countries. Sigma brand products are sold through Sigma-Aldrich, Inc. Purchaser must determine the suitability of the product(s) for their particular use. Additional terms and conditions may apply. Please see product information on the Sigma-Aldrich website at and/or on the reverse side of the invoice or packing slip.。
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Organizations are aggressively moving to WAN-based backup approaches in orderto protect data located on servers and databases in remote offices. By combiningRiverbed Steelhead® appliances with Double-Take®, enterprises can significantlyimprove backup and recovery windows over a WAN.Double-Take software is the ideal tool for providing flexible, effective control ofyour backup and replication processes, ensuring compliance with strict RPO and RTOgoals. Double-Take is the only host-based replication solution that provides multi-level intelligent compression and sched-uled bandwidth throttling. Double-Takeprovides four options for compressingdata to allow custom configuration tosuit your specific requirements. 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Traditional approaches involve deploy-ing tape backup equipment and processes to each location hosting data, and hiringor contracting local resources to manage these resources. This can be a tenuous – oreven unrealistic proposition.Network-based backup becomes feasible with Riverbed and Double-Take, in manycases through use of existing WAN links without any bandwidth upgrades. Network-based backup into the datacenter can be effectively managed by Double-Take soft-ware, enabling scheduling, bandwidth control, and flexible management policiesthat let you customize the software to your own environment. Backup data is thenmore secure, and easily accessible in the event of a restoration event. Riverbed opti-mizes the regular transfer of backup data over the WAN, accelerating backup acrossthe WAN by 5 to 50 times, and up to 100 times faster. Riverbed’s Data Streamliningapproach eliminates data redundancy across applications or servers – typically by 60to 95%, going well beyond other data reduction mechanisms found in other storagereplication products. Riverbed’s Transport Streamlining and Application Streamliningmechanisms also reduce the chatty protocols associated with long backup windows.the riverbed and Double-take Joint solutionRiverbed and Double-Take simplify and optimize the transfer of data over the WANfor backup and data migration purposes, all at an affordable price point. These rev-olutionary technologies have been tested and proven in numerous customer imple-mentations for out-of the box compatibility that delivers the following benefits:Affordable CDP (continuous data protection) for all enterprisesBest-of-breed host-based replicationCentralized, disk-to-disk backup strategies that simplify backup replication.Reduced backup windows and transfer times to maximize application availabilityIncreased WAN capacity or deferral of WAN upgradesAccelerated TCP performance to hundreds of Mbps to fully-utilize high-speedWAN linksSimplified deployment and manAbout riverbedRiverbed Technology is the performance leader in wide-area data services (WDS)solutions for companies worldwide. By enabling application performance over thewide area network (WAN) that is orders of magnitude faster than what users experi-ence today, Riverbed is changing the way people work, and enabling a distributedworkforce that can collaborate as if they were local. Additional information aboutRiverbed (Nasdaq: RVBD) is available at .About Double-takeDouble-Take Software is the industry leader in providing disaster recovery solutions.With over ten years of experience, Double-Take has been designing and deploy-ing continuous data replication and high availability to meet the needs of everyorganization.•••••••© 2006 Riverbed Technology. All rights reserved. Riverbed Technology, Riverbed, Steelhead, Interceptor, RiOS and the Riverbed logo are trademarks orregistered trademarks of Riverbed Technology, Inc. Double-Take, GeoCluster, and NSI are registered trademarks of NSI Software, Inc. Balance, Double-Takefor Virtual Systems, Double-Take for Virtual Servers and Double-Take ShadowCaster are trademarks of NSI Software, Inc. Microsoft, Windows, and theWindows logo are trademarks or registered trademarks of Microsoft Corporation in the United States and/or other countries. All other trademarks are theproperty of their respective companies. PB-ASB102506Riverbed Technology, Inc.501 Second Street, Suite 410San Francisco, CA 94107Tel: +1 415 247 8800Fax: +1 415 247 8801Riverbed Technology Ltd1, The Courtyard, Eastern RoadBracknellBerkshire RG12 2XBUnited KingdomTel: +44 1344 354 910Riverbed Technology Pte. Ltd.350 Orchard Road #21-01/03Shaw HouseSingapore 238868Tel: +65 68328082Riverbed Technology K.K.Shiba-Koen Plaza Building 9F3-6-9, Shiba, Minato-kuTokyo, Japan 105-0014Tel: +81 3 5419 1990Fax: +81 3 5419 5798。