【精品报告】埃森哲-十年努力：CEO可持续发展目标调查(英文)
e in LeadershipThe Essence of Effective Leadership
e in LeadershipThe Essence of Effective LeadershipEffective leadership is a crucial factor in the success of any organization. A good leader can inspire and motivate their team to achieve great things, while a poor leader can demotivate and demoralize their team, leading to poor performance and even failure. In this essay, we will explore the essence of effective leadership from multiple angles, including the qualities of a good leader, the importance of communication, the role of emotional intelligence, and the need for adaptability.Qualities of a Good LeaderOne of the most important qualities of a good leader is the ability to inspire and motivate their team. A good leader should be able to communicate their vision and goals clearly, and create a sense of purpose and direction for their team. They should also be able to lead by example, demonstrating the values and behaviors they expect from their team.Another important quality of a good leader is the ability to make tough decisions. Leaders are often faced with difficult choices, and a good leader should be able to weigh the pros and cons of each option and make a decision that is in the best interests of the organization and its stakeholders.Finally, a good leader should be able to build and maintain strong relationships with their team members, stakeholders, and partners. This requires empathy, communication skills, and a willingness to listen and understand the perspectives of others.Importance of CommunicationEffective communication is essential for effective leadership. A good leader should be able to communicate their vision and goals clearly, and ensure that their team members understand their roles and responsibilities. They should also be able to provide feedback and guidance to their team members, and listen to their concerns and ideas.Communication is also important for building trust and rapport with team members. A good leader should be approachable and open to feedback, and should create a safe andsupportive environment where team members feel comfortable sharing their thoughts and ideas.Role of Emotional IntelligenceEmotional intelligence is another important factor in effective leadership. Emotional intelligence refers to the ability to understand and manage one's own emotions, as well as the emotions of others. A good leader should be able to recognize and regulate their own emotions, and should also be able to empathize with the emotions of their team members.Emotional intelligence is important for building strong relationships with team members, as well as for resolving conflicts and managing difficult situations. A leader with high emotional intelligence is able to stay calm and composed under pressure, and can help their team members do the same.Need for AdaptabilityIn today's fast-paced and constantly changing business environment, adaptability is a crucial trait for effective leadership. A good leader should be able to adapt to new challenges and opportunities, and should be able to pivot quickly when necessary.Adaptability requires flexibility, creativity, and a willingness to take risks. A good leader should be able to think outside the box and come up with innovative solutions to problems, and should be able to inspire their team members to do the same.ConclusionIn conclusion, effective leadership is essential for the success of any organization. A good leader should possess qualities such as the ability to inspire and motivate their team, make tough decisions, and build strong relationships. They should also be skilled in communication, emotional intelligence, and adaptability. By cultivating these qualities, leaders can create a positive and productive work environment that fosters growth and success for all.。
高考英语阅读理解复习-科技类20篇(含解析)
科技类词汇对应阅读passage1A snake﹣robot designer，a technologist，an extradimensional physicist and a journalist walk into a room.The journalist turns to the crowd and asks：Should we build houses on the ocean？Like a think﹣tank panel，members of the team dream up far﹣out answers to the crucial problem，such as self﹣driving housing units that could park on top of one another in the coastal city center.The setting is X，the enterprise which considers more than100ideas each year，in areas ranging from clean energy to artificial intelligence.Although only a tiny percentage become"projects"with far﹣reaching creativity，these projects exist，ultimately，to change the world，like Waymo，the biggest self﹣driving﹣car company.In the past60years，something strange has happened.As the academic study of creativity has thrived （蓬勃发展），the label innovation may have covered every tiny change of a soda can or a toothpaste flavor，but the rate of productivity growth has been mostly declining since the1970s.John Fernald，an economist，points out that the notable exception to the post﹣1970decline in productivity occurred when businesses throughout the economy finally figured out the breakthrough technology﹣information technology.John Fernald says，"It's possible that productivity took off，because we picked all the low﹣hanging fruit from the IT wave."Actually，the world economy continues to harvest the benefits of IT.But where will the next technology shock come from？Breakthrough technology results from two distinct activities﹣invention and innovation.Invention is typically the work of scientists and researchers in labs，while innovation is an invention put to commercial use.Seldom do the two activities occur successfully under the same roof.They tend to thrive in opposite conditions；while competition and consumer choice encourage innovation，invention has historically progressed in labs that are protected from the pressure to generate profit.Allowing well﹣funded and diverse teams to try to solve big problems is what gave us the computer and the Internet.Today，we fail to give attention to planting the seeds of this kind of ambitious research，while complaining about the harvest."Companies are really good at combining existing breakthroughs in ways that consumers like.But the breakthroughs come from patient and curious scientists，not the rush to market，"says Jon Gertner，the author of The Idea Factory."Technology is a tall tree，"John Fernald said."But planting the seeds of invention and harvesting the fruit of innovation are entirely distinct skills，often mastered by different organizations and separated by manyyears."As for me，both of them are essential for technology，although they are relatively independent.I don't think X is a planter or a harvester，actually.It is like building taller ladders.Nobody knows for sure what，if anything，the employees at such enterprises are going to find up on those ladders.But they're reaching.At least someone is.（1）What is the main purpose of the first two paragraphs？A．To present the process of group discussion.B．To illustrate X's worry about big problems.C．To reveal the importance of the crazy ideas.D．To stress the varied backgrounds of the team.（2）What can we learn from the passage？A．Breakthroughs must stand the test of the market.B．Innovation on necessities can promote productivity.C．Invention develops slowly under the pressure of profit.D．The harvest of innovation lies in some ambitious research.（3）Regarding John Fernald's view on technology，the author is.A．supportiveB．cautiousC．uncertainD．critical（4）What can be inferred about X from the passage？A．It will focus on innovation.B．It will have its outcome soon.C．It may give in to its fruitless reality.D．It may bring an encouraging outlook.【分析】这是一篇说明文。
17可持续发展目标英语
17可持续发展目标英语The 17 Sustainable Development Goals (SDGs) were adopted by the United Nations in 2015 as a universal call to action to end poverty, protect the planet, and ensure that all people enjoy peace and prosperity by 2030. These goals are interconnected and focus on various areas such as poverty eradication, health, education, gender equality, water and sanitation, sustainable cities, climate action, and partnerships for sustainable development. They are as follows:1. No Poverty: End poverty in all its forms everywhere.2. Zero Hunger: End hunger, achieve food security, and improve nutrition and promote sustainable agriculture.3. Good Health and Well-being: Ensure healthy lives and promote well-being for all at all ages.4. Quality Education: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.5. Gender Equality: Achieve gender equality and empower all women and girls.6. Clean Water and Sanitation: Ensure availability and sustainable management of water and sanitation for all.7. Affordable and Clean Energy: Ensure access to affordable, reliable, sustainable, and modern energy for all.8. Decent Work and Economic Growth: Promote inclusive and sustainable economic growth, employment, and decent work for all.9. Industry, Innovation, and Infrastructure: Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation.10. Reduced Inequalities: Reduce inequality within and among countries.11. Sustainable Cities and Communities: Make cities and human settlements inclusive, safe, resilient, and sustainable.12. Responsible Consumption and Production: Ensure sustainable consumption and production patterns.13. Climate Action: Take urgent action to combat climate change and its impacts.14. Life Below Water: Conserve and sustainably use the oceans, seas, and marine resources for sustainable development.15. Life on Land: Protect, restore, and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, halt and reverse land degradation, and halt biodiversity loss.16. Peace, Justice, and Strong Institutions: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels.17. Partnerships for the Goals: Strengthen the means of implementation and revitalize the global partnership for sustainable development.These goals require collective action from governments, civil society, businesses, and individuals to create a more sustainable and equitable world for future generations.。
《佳能可持续发展报告2010》英文版Canon_Sustainabibily_Report_Eng
Canon Sustainability Report2010Tsuneji Uchida Fujio MitaraiChairman and CEOAs we advance along a new growth path, we will continue to fulfill our social responsibilities, as befits a truly excellent global corporation.Heading into the Final Year of Phase III of the Excellent Global Corporation PlanThe harsh management environment, stemming from the global recession, continued during 2009. We responded with a major shift in direction for Phase III of the Excellent Global Corporation Plan—our medium- to long-term management plan, which we launched in 2006— moving from a focus on sound growth to that of improving management quality. Based on the achievements of management reforms to date, we promoted the unificationof information, from planning and design to sales and after-sales service, through IT reforms to achieve total optimization and management efficiency. In addition, Canon boosted thein-house production of core parts, implemented structural reforms, upgraded product lineups and reinforced its global sales network. Despite unavoidable decreases in sales and profits, we maintained our sound financial structure while preparing to take the offensive in the face of challenging conditions.In 2010, we will close out the final year of Phase III ofour Excellent Global Corporation Plan by again setting the Company on a new growth path, following through with various measures and policies in pursuit of our goal to become a truly excellent global corporation.In order to ensure that Canon continues to develop over the next 100, and even 200, years, and takes its place as a corporation worthy of admiration and respect worldwide, we have adopted a longer-term perspective in our efforts involving matters related to our corporate management foundation and themes aimed at contributing to the realization of a sustainable society. We are making steady progress in this regard in several areas, including our environmental activities along with measures to maintain and improve compliance, quality and safety, and implement employment initiatives.A New Start with 2010 as Our First Yearof Renewed GrowthWe have set 2010 as the first year of a new era of growth. Important steps toward achieving this goal include the formulation and implementation of policies and measures to overcome the global recession.By bolstering our R&D efforts, we aim to create innovative products and services and cultivate new business areas. Moreover, the Company is improving its foundation in termsof development, production and sales networks toward the realization of its Three Regional Headquarters system.In addition, we are placing greater emphasis on raising management quality, while promoting IT system reforms and the elimination of every form of waste from our operations. Renewing Our Pledge to the Environment, Compliance and QualityIn addition to formulating growth strategies, fulfilling oursocial responsibilities is a key objective for 2010. We are further strengthening our foundation toward becoming a truly excellent global corporation.We launched our “Action for Green” environmental visionin 2009 as a statement of our environmental consciousness, currently standard practice in the corporate world. This vision steers us toward achieving a balance between social prosperity and environmental sustainability. Looking at the entire product lifecycle—Produce, Use, Recycle—we are working aggressivelyin collaboration with our customers and business partnersto promote reduced CO2 emissions, the effective utilizationof resources, and the elimination of hazardous substances.We feel that these are important responsibilities for a global corporation.In addition, we are reinforcing compliance toward thefurther promotion of globalization. Canon abides with all national and local laws and regulations in the countries and regions in which it operates, in addition to acting in accordance with social norms and moral values.Recognizing quality as the lifeline of a manufacturing company, Canon is making a concerted effort, working tirelesslyto not only maintain, but also continually improve the quality of its products, services and operations.Cultivating Quality Human Resourcesthat Contribute to a Sustainable SocietyAn excellent global corporation is defined by the excellence ofits corporate culture. Respect for human dignity, an emphasison technology and an enterprising spirit have all made up Canon’s corporate DNA since its foundation, along with the Company’s guiding principle of the “Three Selfs” spirit (self-motivation, self-management and self-awareness). By further instilling our corporate DNA and guiding principles, we will continue to cultivate high-quality personnel capable of risingto the challenges of the new age, and also continue efforts to establish ourselves as a company that can maintain sustainable growth. As we pursue our corporate philosophy of kyosei,we will continue to fulfill our social responsibilities as a truly excellent global corporation hand in hand with our customers, investors, suppliers, employees and other stakeholders aroundthe globe.We thank you for your understanding and look forward to your continued support in the future.Canon Sustainability Report 20104Facsimile machinesLCD lithography system Multifunction inkjet printerDigital radiography system60 in total, including consumers, suppliers, investors, analysts, as well as NPOs and NGOs in Japan, theThe CK (Canon-Kyoto University Cooperative Research) Project was launched in 2006 to contribute to preventative care through the early detection and treatment of diseases.One primary research theme of the project has been visualization of the inside of the body using the photoacoustic effect for the development of optical ultrasound mammography that will aid the early detection of breast cancer. The photoacoustic effect refers to body tissue absorbing optical energy and emitting ultrasonic waves when distended. Using thisphenomenon, ultrasonic waves generated by body tissue irradiated by a near-infrared laser beam can be detected by a sensor, facilitating observation of blood vessels with high absorption of near-infrared light. This simplifies investigation of angiogenesis * and bloodflow irregularities that can be observed during the formation of carcinoma cells and cancer-specific hypoxia and other indicators, thus enabling early cancer detection.There has been a significant worldwide increase in the number of cancer patients in recent years. However, the mortality rate is on a downtrend. This contrary pattern is attributable to the effectiveness of x-ray mammography. The ultrasound mammography under development by Canon differs from broadly utilized x-ray mammography techniques in that it is free from the dangers of x-ray exposure. As a result of this reduced physical burden duringexamination, the widespread adoption of ultrasound mammography is anticipated to contribute greatly to raising detection rates.At present, the CK Project targets practical application of ultrasound mammography as an aid for early detection of breast cancer and diagnosis as to whether cancers are benign or malignant. Currently, we are advancing with equipment performance improvements and preparing for clinical trials.Canon will continue to focus on developing technologies that contribute to improvements in quality of life so that people can enjoy better health as they go about their everyday lives.Pursuing R&D to Boost the Screening Rate for Breast Cancer through Optical Ultrasound Mammography* A ngiogenesis is a physiological process involving the growth of new blood vessels from pre-existing vessels to form a vascular network. This effect has an impact on the proliferation of cancer cells.Visualization of the Inside of the Body Using the Photoacoustic Effect for Early Detection of Pathological ChangesSignificant Alleviation of the Burden Incurred during Breast Cancer ExaminationsResearch conducted as part of the CK Project at Kyoto UniversityCord guides made from recycled plasticAs part of the WWF-Canon Polar Bear TrackerProgram, Canon Europe and WWF have established an environmental education website targeting seven- to 11-year-olds in 13 languages. The site allows students to learn both the environmental threats the bears face and the importance of global environmental conservation through quizzes, games and other media exploring the environment of the Arctic Circle, including the ecology of polar bears. In addition, Canon is creating environmental education tools for fourth and fifth graders.These are provided free of charge to educational institutions throughout Europe. During 2009, these materials were distributed to elementary schoolsthroughout Austria, with the backing of the Austrian Ministry of Education, Arts and Culture, to enhance understanding of global environmental preservation.Supporting the Tracking of Polar Bears, as a WWF Conservation Partner, to Asses the Impact of Climate Change on Their Habitat and Promoting Environmental Education ProgramsSupporting Environmental Studies on the Impact of Global Warming by Tracking Polar BearsA lesson utilizing Canon’s environmental materials at Mondweg Elementary School in Vienna, AustriaPromotion of Environmental Education by Tracking Polar BearsNowhere in the world is the impact of global warming more evident than at the North Pole. Ecological studies of the polar bears that live atop the ice flows of the Arctic Circle are an effective way to determine the state of global warming. Canon Europe, which became a Worldwide Fund for Nature (WWF) conservation partner in 1998, has provided support for the organization’s Polar Bear Tracker Project since 2007.For this project, polar bears are fitted withtransmitter collars, enabling their movements to be tracked by satellite and viewed on a publicly accessible website. By tracking the movements of polar bears,we will learn more about how they use their natural habitat and how they are adapting to the changes in sea ice due to the effects of climate change.© Michel Terrettaz / WWF-CanonEnvironmental education websiteContributing to the Cultivation of Human Resources for the Next Generation by Supporting Educational Infrastructure Development in VietnamSupport for the Construction, Enlargement and Improvement of School BuildingsThere are many mountainous regions in Vietnam in which it is difficult for children to acquire an adequate education.In addition to carrying out business activities, Canon Vietnam Co., Ltd., is following through on its desire to be of service to the community through the Canon Friendship School Chain Project, launched in 2007. Thisinitiative supports the construction, enlargement and improvement of school buildings. By the end of 2008, the project had reached out to 12 schools. Support for construction of new schools spanned four provinces in 2009, including the Canon-Cuu Tu Elementary School in Quevo District, Bac Ninh Province.Support for Schoolchildren through Distribution of Educational Materials and Employee Volunteer ActivitiesCanon Singapore and Canon’s Vietnam representative office initiated “Canon-For the Next Generation” in April 2009 as an educational support program.Through this project, we help supply pencils, textbooks, notebooks, desks and other materials and facilities indispensable for school education. In addition, Canon employees visit schools, volunteering to help with such tasks as the installation of purification systems for drinking water, the maintenance and repair of toilet facilities and school buildings, and the planting of trees,while also taking time to interact with the childrenpersonally. During 2009, these activities were carried out in nine schools over a period of eight months, providing the equivalent of 400 million dong in supplies.Canon aims to continue supporting such endeavors in line with its belief that improving the educational environment for children is a step toward cultivating the human resources on which the future and development of the country depend.Students at Canon-Bet Tray Elementary School, which was constructed through the Canon Friendship School Chain ProjectStudents at Canon-Cuu Tu Elementary School Employees taking part in Canon-For the Next Generation activitiesVIXIA HF S21 (LEGRIA HF S21 in some areas) digital video cameraVoice-recognition controlConference for individual investorsalong the Great Wall in China.Tree cultivation as part of the FOR A GREEN VIETNAM campaign30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo 146-8501, Japan Contact usTEL: +81-3-3758-2111E-mail: sus@list.canon.co.jpWebsite:/environmentCanon Sustainability Report 2010, published July 2010 (Next scheduled publication: July 2011)This brochure is printed on paper certified by the Forest Stewardship Council with ink that realizes superior decomposability and deinkability.PUB.ECO06E 1007SZ8.7 Printed in JapanThe world-famous Yellowstone National Park is located within the United States in Wyoming. Canon U.S.A., Inc., supports the Eyes On Yellowstone research and education program by providing product to enable ecological observation of wildlife and assisting in the creation of website content for the Yellowstone Park Foundation. Through these and other initiatives, we contribute to the conservation of the natural environment and the protection of endangered species.About the Cover Photograph。
联合国可持续发展目标企业行动指南英文版
联合国可持续发展目标企业行动指南英文版Sustainable Development Goals: A Corporate Action GuideThe United Nations Sustainable Development Goals (SDGs) have become a driving force for businesses worldwide, as they recognize the critical role the private sector plays in addressing global challenges. The SDGs, adopted in 2015, outline a comprehensive set of 17 goals and 169 targets aimed at ending poverty, protecting the planet, and ensuring prosperity for all by 2030. As businesses strive to align their strategies and operations with these ambitious targets, a clear and actionable guide is essential to navigate the complex landscape of sustainable development.The corporate action guide on the UN Sustainable Development Goals serves as a comprehensive resource for businesses of all sizes and sectors to understand their role and contribute to the achievement of the SDGs. This guide provides a structured approach to integrating the SDGs into corporate strategy, operations, and stakeholder engagement, ultimately driving sustainable and inclusive growth.Understanding the SDGsThe 17 Sustainable Development Goals cover a wide range of interconnected social, environmental, and economic issues, including poverty alleviation, quality education, gender equality, clean water and sanitation, affordable and clean energy, decent work and economic growth, industry innovation and infrastructure, reduced inequalities, sustainable cities and communities, responsible consumption and production, climate action, life below water, life on land, peace, justice, and strong institutions, and partnerships for the goals.Each goal is accompanied by specific targets and indicators, providing a clear framework for businesses to align their efforts and measure their progress. By understanding the scope and interconnectedness of the SDGs, companies can identify the areas where they can have the most significant impact and develop targeted strategies to contribute to the global development agenda.Integrating the SDGs into Corporate StrategySuccessful integration of the SDGs into corporate strategy requires a comprehensive and systematic approach. This guide outlines a step-by-step process for businesses to assess their current impact, identify priority SDGs, and develop a tailored strategy to drive sustainable development.1. Assess current impact: Businesses should conduct a thoroughassessment of their operations, value chain, and stakeholder relationships to understand their current impact on the SDGs. This can be done through a materiality assessment, stakeholder engagement, and data collection.2. Identify priority SDGs: Based on the impact assessment, companies should identify the SDGs that are most material to their business and where they can make the most significant contribution. This prioritization process should consider both the company's core competencies and the pressing global challenges.3. Set targets and develop a strategy: With the priority SDGs identified, businesses should set ambitious yet achievable targets and develop a comprehensive strategy to drive progress. This strategy should be integrated into the company's overall business plan, with clear responsibilities, timelines, and resource allocation.4. Implement and monitor: The implementation of the SDG strategy should be accompanied by robust monitoring and reporting mechanisms to track progress, identify challenges, and make necessary adjustments. Regular stakeholder engagement and transparent communication are crucial to ensure accountability and continuous improvement.Engaging Stakeholders for Collective ImpactAchieving the Sustainable Development Goals requires a collaborative effort among businesses, governments, civil society, and other stakeholders. This guide emphasizes the importance of engaging with a diverse range of stakeholders to align efforts, leverage resources, and drive collective impact.1. Collaborate with peers: Businesses should actively engage with industry peers, trade associations, and multi-stakeholder initiatives to share best practices, align on common goals, and develop collaborative solutions.2. Partner with governments and policymakers: Engagement with government entities and policymakers can help businesses navigate the regulatory landscape, access supportive policies and incentives, and contribute to the development of enabling frameworks for sustainable development.3. Engage with civil society and local communities: Collaboration with non-governmental organizations, community groups, and local stakeholders can provide valuable insights, facilitate on-the-ground implementation, and ensure that corporate efforts address the needs of the most vulnerable populations.4. Communicate and report progress: Transparent communication and reporting on the company's SDG-related efforts andachievements are essential to build trust, attract investment, and inspire others to take action.ConclusionThe UN Sustainable Development Goals present a transformative opportunity for businesses to align their strategies and operations with the global development agenda. This corporate action guide provides a comprehensive framework for companies to understand, integrate, and contribute to the achievement of the SDGs. By embracing this challenge, businesses can unlock new sources of innovation, enhance their competitiveness, and build a more sustainable and inclusive future for all.。
Reliance Industries' AGM
To all, the cranks and the critics, the sycophants and the serious, Mr Ambani listens carefully, nodding and taking notes. This gathering, after all, has been part of the family trade for over 30 years. It is only after the third hour that he grows impatient, pinching the bridge of his nose and asking the speakers to be brief. Most obey but a few carry on regardless or even argue back: it is not often that one gets the chance to talk back to a man worth $27 billion. Just after 2pm Mr Ambani stands and makes his closing remarks. “We hear you loud and clear,” he says, on increasing the dividend. But shareholders have to be in for the long haul, too. “All of us are big boys,” he says. “We don’t expect overnight rewards.”
It is partly to this history that his son, Mukesh, now appeals. Reliance Industries is a superb example of a firm moving backwards along the value chain: in the 1970s it made textiles, by the 1980s it was making the raw material, polyester, by the 1990s it was making the chemicals that made the polyester, and the last decade has been about producing and generating the oil and gas those chemicals ultimately derive from. The next ten years, says Mr Ambani, will be about two new themes: the Indian consumer, to serve whom Reliance is building a big retailing operation, and the digitisation of all walks of life, in anticipation of which Reliance is expanding into broadband and content.
二十国集团落实2030年可持续发展议程行动计划(中英对照)
二十国集团落实2030年可持续发展议程行动计划G20 Action Plan on the 2030 Agenda for Sustainable Development根据二十国集团（G20）安塔利亚峰会决定，G20承诺将自身工作与2030年可持续发展议程进一步衔接，努力消除贫困，实现可持续发展，构建包容和可持续的未来，并确保在此进程中不让任何一个人掉队。
此行动计划以及其中的高级别原则，将推进全球落实2030年可持续发展议程，包括落实可持续发展目标和《亚的斯亚贝巴发展筹资行动议程》。
The G20 is committed to further aligning its work with the 2030 Agenda for Sustainable Development to ensure that no one is left behind in our efforts to eradicate poverty, achieve sustainable development and build an inclusive and sustainable future for all, as confirmed at the Antalya Summit. This Action Plan, including the High Level Principles, contributes to global efforts to implement the 2030 Agenda, including the Sustainable Development Goals (SDGs) and the Addis Ababa Action Agenda on Financing for Development (AAAA).落实2030年可持续发展议程的高级别原则High Level Principles on the Implementation of the 2030 Agenda确认全球于2015年9月通过的具有普遍性、富有雄心的2030年可持续发展议程，再次承诺遵守可持续发展议程确定的所有原则，并为落实可持续发展议程做出贡献。
埃森哲报告
埃森哲报告
埃森哲（Accenture）是全球领先的专业服务公司之一，成立
于1989年，总部位于爱尔兰都柏林。
该公司提供全方位的解
决方案和服务，帮助客户在数字化时代取得成功。
埃森哲的核心业务涵盖战略咨询、数字技术和运营服务。
他们的咨询团队帮助客户制定战略规划，推动变革和创新，提高业务绩效。
他们的数字技术团队为客户提供创新的技术解决方案，包括人工智能、云计算、大数据分析等，帮助客户提升效率和竞争力。
他们的运营服务团队提供一系列的流程外包和IT外
包服务，帮助客户降低成本并加强业务运营效率。
埃森哲在全球范围内拥有广泛的业务覆盖，与众多行业的客户进行合作，包括金融、快速消费品、制造等。
他们深入了解客户的需求，并提供定制化的解决方案，以实现客户的业务目标。
埃森哲一直以来注重创新和技术研发，在行业内具有领先的创新能力。
他们投资于研发实验室，并与大学和科研机构合作，开展前沿科技的研究和应用。
他们还积极参与开放式创新，与初创企业和创新团队合作，推动数字化创新。
埃森哲致力于追求卓越，并持续提高自身的业务能力和服务水平。
他们通过培训和发展计划，确保员工的专业素质和技能得到提升。
他们还积极倡导多样性和包容性，并致力于创建一个开放、平等和共融的工作环境。
总之，埃森哲是一家全球领先的专业服务公司，通过提供多领
域的解决方案和服务，帮助客户在数字化时代取得成功。
他们以创新为驱动力，致力于提供高质量的服务，并不断提升自身的能力和业务水平。
LMS-EN
ENCOURAGING ENTREPRENEURSHIPIN EAST ASIA’S PUBLIC AND PRIV ATE SECTORSWelcome Speech of Former President Fidel Valdez RamosChairman, Ramos Peace and Development Foundation(RPDEV) and Boao Forum for Asia (BFA)CEO Summit 2005 on “Global Vision and Challenges”Organized by BFA and the Shenzhen City GovernmentWu Zhou Guest House, Shenzhen, China0900H 20 November 2005IntroductionOn this cool November day, under the clear blue skies of Shenzhen, let me greet you with a warm welcome and a tight embrace!Last year –at this same time –the Boao Forum for Asia (BFA) sponsored a highly-successful International Conference on Corporate Logistics here in Shenzhen, with all-out support from then Mayor Li Hongzhong.This year, it is Mayor Li’s successor –the new Mayor of Shenzhen, Xu Zongheng –who is supporting our CEO Summit – just as wholeheartedly.Already Mayor Xu’s gracious hospitality has made us feel at home. And I am sure Prime Minister Thaksin Shinawatra, our Keynote Speaker, feels this most keenly, particularly since he has just revisited his ancestral home here in Guangdong Province.Meeting in Bangkok not too long ago, the 10 ASEAN states, China, and several other Asian countries agreed to both broaden and deepen the liberalization of their trade.They decided to deepen tariff reductions and exemptions on the goods being traded, and likewise expanded the coverage of their list of tariff reductions and exemptions – from some 1,000 items to over 4,000 different commodities. Evidently, such agreements moved forward Asia’s economic integration substantially.And since Asia’s economic integration is the very same objective of the Boao Forum for Asia, let me express our gratitude to Prime Minister Thaksin for hosting that landmark meeting in his capital-city of Bangkok.From The Silk Road To The Modern EraThe fabled China trade has attracted the outside world since the Mediterranean states traded with the Han dynasty through the Silk Road across the Gobi Desert centuries ago.Seaborne trade between East and West developed sometime later, along the Arabian Sea and the Indian Ocean, clear across the Andaman Sea to Burma, Thailand, and Malaysia; then through theMalacca Straits to Jakarta, Champa in Vietnam, and the port of Canton on the Pearl River. My country –the Philippines –has, on record, been trading with Southern China since the 12th century.Subsequently, as we know, an even longer and more hazardous route developed across the Pacific Ocean –in which the riches of Asia found their way to Mexico and subsequently to Europe through the Galleon Trade between Manila and Acapulco.In our time, all ASEAN countries, including the Philippines and Thailand, enjoy ever-increasing preferential trade with China, as a result of their membership in ASEAN. Negotiations between China and ASEAN on the modalities of their full-fledged free-trade area by 2010 have been completed –and the “first harvests”from this alliance are now being reaped by the Southeast Asian states.By 2020, the whole of Asia-Pacific is expected to be incorporated in one great free-trade zone –under the Asia-Pacific Economic Cooperation (APEC) Forum. APEC was conceived by then Australian Prime Minister Bob Hawke, in the late 1980s. His vision of an economically integrated Asia-Pacific was warmly received by political and business leaders all across the region. Since then, succeeding sets of leaders of all the APEC member-economies have taken an active part in refining the concept, membership and dynamics of an integrated Asia-Pacific economy.The Role of Business Role In UnificationOf course, governments cannot make these visionary objectives happen or work by themselves. These big ideas need the active involvement of the regional business community for their operationalization and fulfillment.It is our region’s business sector that will take the risks in investments, turn out the products, and actualize the trading arrangements that will put flesh and blood to the frameworks promulgated by the statesmen.In forums like ours, we realize that the business sector must be encouraged at every turn. Entrepreneurship is still a scarce resource – even in East Asia, where good business sense seems to grow naturally out of our region’s soil and our peoples’“hard-work ethic.”For fast-growing China – and for all the other Asia-Pacific nations, the more entrepreneurs that rise, the better.Through conferences like this one, the Boao Forum for Asia hopes to help foster a friendly climate for entrepreneurship – by bringing government and private sector decision-makers together, and by exposing them to the public wisdom of economic and financial ministers and to the “true life”experiences of successful entrepreneurs from all over the globe.This is the goal of this global CEO Summit.Global Wisdom And ChallengesThe theme of this Summit is “Global Vision and challenges.”For East Asian governments and business communities, the challenges are indeed unprecedented. And this is particularly true of countries that are still making the transition from the planned to the market economy –even while they must align their business and economic processes with the innovations and the “best practices” in the global economy.Prime Minister Thaksin Shinawatra –who is both an eminent political leader and successful entrepreneur –and all our other speakers will relate to us their personal experiences in dealing with the global challenges.Because our distinguished resource persons come from different cultural backgrounds, we expect a wide variety of insights and knowledge to draw from –in steering our own businesses and governments successfully through this necessary transition.The summit agenda includes a special session called “Youth Leadership Forum,” a timely subject that will deal with sensitive questions of leadership transition through a generational divide.Obviously, part of your own leadership roles in to pass on – successfully – your command of a government or a great business to worthy successors. History’s judgment of your watch at the helm must include how well you brought up young leaders who will sustain your country’s – or your corporation’s – competitiveness.The Open Economy Stimulates EntrepreneurshipThe open economy, as we know, generates opportunities for the entrepreneurial spirit to assert itself. I am greatly pleased to see many young Chinese business leaders at this Conference. That they are taking an active part in the various segments of Chinese economy will surely sustain the robustness of China’s economic growth. I am confident that, if our Summit had been held elsewhere in Asia, we would see just as many young business people taking part.Asian enterprise owes much of its vigor and vitality to the youthful daring and dynamism of its entrepreneurs. An old Chinese idiom goes, “Where there is no water in a river, there is no water in the tributary; where there is water in a river, there is water in its tributary.”If a country’s economy were a long river, its enterprise would be its economic tributaries. Without the growth and development of enterprises at the micro-level, a country cannot expect to have a good macro-economy. Indeed, where there is no water in the tributary, there would be no water in the river.This is why we of the Boao Forum for Asia are doing our utmost to nurture the best climate for Asia’s entrepreneurs.I have just learned – with great satisfaction – that our host-government of the city of Shenzhen hastaken the lead in setting up an Entrepreneur Service for the benefit of the businesses that have established within its territory. This has reinforced our belief that our choice of Shenzhen as cosponsor of this CEO Summit has been a wise one.Distinguished guests, dear friends – allow me, once more, in the name of the Boao Forum for Asia, to welcome you to this Summit – and to our host city of Shenzhen!Thank you and Mabuhay/ Best wishes!!!。
十年计划英语作文
十年计划英语作文As I sit down to pen my thoughts on a ten-year plan, I am filled with a mix of excitement and trepidation. The next decade is a canvas, and I am the artist, ready to paint my future with the strokes of determination and the colors of my aspirations.Year One: Foundation and ExplorationThe first year will be dedicated to laying a strong foundation. I will focus on self-improvement, learning new skills, and exploring various career paths. I plan to take online courses in digital marketing and data analysis to stay relevant in the ever-evolving job market.Year Two: Specialization and DiversificationBy the second year, I aim to have chosen a specializationthat aligns with my interests and the market demand. I will start a part-time job or internship in my chosen field to gain practical experience while continuing to diversify my skill set.Year Three: Deepening ExpertiseAs I enter the third year, my goal is to deepen my expertise.I will seek mentorship from industry leaders and enroll in advanced courses to refine my skills. I also plan to attendconferences and workshops to stay abreast of the latest trends.Year Four: Networking and CollaborationNetworking is crucial for long-term success. In the fourth year, I will actively engage with professional networks, both online and offline. I will seek collaborations that can lead to innovative projects and open new doors for my career.Year Five: Leadership and MentorshipWith a solid foundation and experience under my belt, thefifth year will be about taking on leadership roles. I will aim to mentor others, sharing my knowledge and experiences to help them grow, while also learning from their perspectives.Year Six: Entrepreneurship and InnovationBy the sixth year, I will have accumulated enough experience to consider entrepreneurship. I will start my own venture or a side project, applying the knowledge and skills I've gained over the years to create something unique and impactful.Year Seven: Expansion and GrowthThe seventh year will be about expanding my business or professional reach. I will explore new markets, formstrategic partnerships, and invest in growth opportunities to scale my operations.Year Eight: Philanthropy and Social ImpactAs I reach the eighth year, I will turn my attention to giving back. I will engage in philanthropic activities, using my resources and influence to make a positive social impact, whether it's through donations, volunteering, or advocacy.Year Nine: Reflection and AdaptationIn the ninth year, I will take a step back to reflect on my journey so far. I will assess my achievements, identify areas for improvement, and adapt my plan to meet new challenges and opportunities.Year Ten: Legacy and ContinuityThe final year of my ten-year plan will be about securing my legacy. I will focus on creating a sustainable model for my business or career that can continue to thrive and make a difference even after my active involvement has ceased.This ten-year plan is not set in stone; it is a living document that will evolve with me. The future is uncertain, but with a clear vision, a well-thought-out plan, and the flexibility to adapt, I am confident that I can shape the next decade into one filled with growth, success, and fulfillment.。
汇报材料作文模板英语翻译
汇报材料作文模板英语翻译Title: Report Material Writing Template。
In today's fast-paced and competitive world, the ability to effectively communicate information through writing is essential. Whether it's for work, school, or personal use, being able to craft a well-written report is a valuable skill. To help you with this, we have provided a comprehensive writing template for report material that you can use as a guide.Introduction:The introduction sets the stage for the rest of the report. It should provide a brief overview of the topic and the purpose of the report. This section should also include any background information that is necessary for the reader to understand the rest of the report.Body:The body of the report is where the main content is presented. This section should be organized into clear and logical subsections, with each subsection focusing on a specific aspect of the topic. It's important to use clear and concise language, and to provide evidence and examples to support your points. Additionally, it's crucial to properly cite any sources that you use in your report.Conclusion:The conclusion should summarize the main points of the report and reiterate the purpose of the report. It should also provide any recommendations or next steps that are relevant to the topic. This section should leave the reader with a clear understanding of the key takeaways from the report.References:If you have used any sources in your report, it's important to provide a list of references at the end of the report. This section should include all the information necessary for the reader to locate the sources that you have cited.Formatting and Style:When writing a report, it's important to pay attention to formatting and style. Use a clear and readable font, and make sure to use headings and subheadings to organize the content. Additionally, make sure to use proper grammar, punctuation, and spelling throughout the report.Example Report Material:To further illustrate the writing template, here is an example of a report material on the topic of climate change:Title: The Impact of Climate Change on Global Food Security。
celebrating 10 years 年度报告 -回复
celebrating 10 years 年度报告-回复以下是一篇关于庆祝10周年年度报告的文章，将详细回答中括号内所提出的问题。
标题：Celebrating 10 Years: Building a Legacy of Success and Growth引言：十年时光匆匆而过，我们心存感慨地迎来了本年度的庆典。
十年的时间不仅见证了我们的坚持和努力，更让我们在逆境中成长，取得了辉煌的成就和喜人的发展。
在这里，我们将一步一步回答中括号内提出的问题，让我们共同回顾和庆祝这个难得的里程碑。
一、公司的起源和初创过程（步骤一）：十年前的一天，一个名为XYZ的企业在一位富有远见的创始人的带领下，应运而生。
这个公司的初始阶段并不容易，创始人经历了许多挑战和困难。
然而，他坚守自己的信念，全力以赴，努力打造一个在市场中独树一帜的品牌。
在公司初创阶段，各个部门紧密协作，互相支持，团队精神鼓舞着每一个成员。
这种团结合作的精神至今仍然是我们公司文化的核心组成部分。
二、公司的成长和发展（步骤二）：从刚开始的小团队到如今的大型企业，我们公司取得了长足的发展。
这需要我们追求卓越，适应市场的变化，不断更新我们的战略，不断地创新和进步。
我们公司的产品和服务不断创新，以满足客户的需求。
我们的市场份额稳步增长，客户群体不断扩大，这极大地激励着我们继续前进。
三、团队的合作和壮大（步骤三）：团队合作是我们公司成功的关键。
我们的团队由最优秀的专业人员组成，每个人都为我们公司的未来发展贡献了自己的力量。
我们坚信，通过共享知识和经验，我们可以更好地服务客户，提供卓越的解决方案。
因此，我们注重员工培训和发展，鼓励员工分享自己的见解和创新思维。
四、客户的认可和支持（步骤四）：我们的成功离不开客户的认可和支持。
十年来，我们一直致力于为客户提供最优质的产品和服务，以满足他们的需求和期望。
我们与客户的紧密合作帮助我们了解他们的需求，为他们提供定制化的解决方案。
埃森哲《ManagingITinthe21stCentury：TheCIOAgenda》23页
• Manage costs in a difficult economy • Closely integrate with the business to enable measurable results • Increase IT efficiency and effectiveness through adoption of leading practices • Launch specific initiatives to create new value • Unleash the value of emerging technologies • Mitigate security risks • Ensure business continuity • Enable enterprise integration • Operate at higher levels of influence and responsibility within the enterprise
Source: Accenture CIO surveys © Accenture 2002
These CIOs are increasing their influence on the business agenda by getting the fundamentals right while driving to capitalize on opportunities to create new value.
Higher Change
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Each year when we compile our T echnomic T op 500 Chain Restaurant Report look for surprises and anomalies. The truth is, after watching the industry all year, we find very few. The reasons why a concept succeeds or doesn’t are always the same. All that changes is the environment in which it operates. Inthis small space, I will outline the consistent success drivers and frame them within today’s environment.MENU —range of items, ability to customize, dayparts served, limited-time offers,customization, broad menu range, day parts served, table top promotionPRICE —value for the money, bundling/combo meals, portion sizeSERVICE FORMAT —counter ordering, table service, drive-thru, staff interactionATMOSPHERE —décor, ambiance, family friendly, contemporary feelUNIQUE ELEMENTS —use of technology, entertainment, self-service elements Beyond these basics, it’s important to look at segment performance as well. T ake the steakhouse segment. In 2010, the segment’s sales grew by 1.0%, bouncing back from a dismal 2009, when sales decreased by 10.1%. Unit-wise, the segment declined by 1.6% in 2010 over 2009, after a 3.6% decrease the prior year. Within the overall group, however, some concepts are adding restaurants and increasing sales. LongHorn Steakhouse saw sales increase by 5.3%, to $921 million, and unitsincrease by 5.0%, to 340; and T exas Roadhouse lifted units by 4.2%, to 345, and sales by 6.3% to $1.26 billion. The steakhouse category has witnessed declining demand, but these concepts are outpacing the segment and the industry as a whole.k e e p i n gf o o d s e r v i c e e x e c u t i v e s c u r r e n t o n i n d u s t r y d e v e l o p m e n t sTOP GROWTH CHAINS:By Darren Tristano,Executive Vice PresidentWho They Are and Why They SucceedIn addition, comparing category leaders with the smaller regional upstarts isimportant to evaluate the shift in share when overall growth is limited. For example, we watched as limited-service Mexican grill chains, especially Chipotle, have raced I NNOVATION depends on improving existing menu offerings and the quality of service. For example, menu developers that offer compelling limited-time offerings give customers a new reason to visit the restaurant. A current focus is on balancing “healthy” with “indulgent,” sometimes within the same product (such as “skinny” versions of classic cocktails or lowfat tart frozen yogurt smothered with fresh seasonal fruit), but more often side-by-side on the menu, such as the new T urkey Burgers at Carl’s Jr., which has long been unashamed of its decadent farefor “young hungry guys.”Service is another way successful concepts improve their brands. Even quick-service concepts work on improving staff interaction, such as Chick-fil-A’s recent effort to train servers to tell customers “It’s my pleasure!” A number of quick-service chains have taken a page from fast-casual and instituted limited service in the dining room, running orders to guests, offering to refill beverages and busing tables. Within full-service, successful concepts encourage waitstaff to offer suggestions—based on customer input, not on margins.D IFFERENTIATION, distinguishing a brand’s core offerings from the competition, is key to any business but certainly within the competitive restaurant industry. It creates clarity with customers and defines for them when and how to use your product. Compare Buffalo Wild Wings and Yard House. At first glance, there are similarities: both are casual-dining restaurants with tasty food, sports on TV and a large adult-beverage business. Dig just a bit deeper, and see Buffalo Wild Wings’ family-friendly atmosphere, takeout option and value position. Yard House differentiates itself with an offering of several craft beers, classic rock music and a more upscale menu.E VOLUTION is about enhancing the experience, understanding the core customers and improving the offering to suit them. Jimmy John’s focuses on getting a good quality sandwich to the guest as quickly as possible: “subs so fast you’ll freak.” Its unit design, assembly method and small menu all serve that goal. Unsatisfied with those efforts, it began offering delivery in many markets with a small minimum order and the ability to save your details for a faster order next time, and a smart-phone app.A DAPTATION is simply meeting today’s changing consumer demands. For example, consumers are less likely to eat according to a three-square-meals schedule. They nosh, skip meals, eat breakfast for dinner and vice versa. This has driven Wendy’s, McDonald’s and others to keep drive-thrus open all night and Subway to open for breakfast, when it sells just as many subs as breakfast sandwiches. The same consumer trend is the reason that chains from Burger King to Qdoba Mexican Grill to Morton’s the Steakhouse offer snacks, small plates and shareable dishes. Offering menus beyond traditional dayparts offers the added benefit of creating revenue at off-peak times.T akeout is another area where successful concepts have adapted, from quick-serves making drive-thru systems faster (such as McDonald’s double lanes) to casual-dining restaurants dedicating more space for to-go and using runners so customers don’t even have to get out of their cars.Forward-thinking chains are examining ways to enhance their emotional connection with the customer, an increasingly important strategy to build and maintain loyalty and frequency of visits. Consumers are concerned about how the companies they do business with are involved in their community, respectful of their employees and active in protecting the environment. Restaurant operators are responding by purchasing locally where they can, demanding sustainable ingredients, using greener products and practices, and getting more involved in the markets in which they operate.We’ve found that, regardless of economic environment, operating segment or style, concepts that innovate, differentiate, evolve and adapt are those that are most likely to succeed and land at the top of our growth-chains ranking, outlined in the table on the following page.Top 5 Growth Chains in Each Segment (sales over $200 million)Growth in today’s environment can be quantified more accurately by reviewing unitgrowth rather than sales growth. This table outlines the top five concepts with salesgreater than $200 million in casual dining, fast casual and quick service. The tablereveals that there is no sure thing, no category or segment that is successful. Someof the chains are large national players while others are comparatively quite small.What they have in common are attention to innovation, differentiation, evolution andadaptation, as previously discussed.SALES ($000)UNITSCOMPANY NAME2010 2009 % Change2010 2009 % Change CASUAL-DINING RESTAURANTS Yard House216,000*183,00018.0292516.0 Cheddar's Casual Café309,000*270,000*14.4928015.0 Buffalo Wild Wings Grill & Bar1,703,0321,496,20013.873265212.3 The Capital Grille253,000228,00011.0444010.0 BJ's Restaurant & Brewhouse513,860429,70019.6102939.7 FAST-CASUAL RESTAURANTSFive Guys Burgers and Fries625,000*453,500*37.873754734.7 Chipotle Mexican Grill1,831,9221,517,41720.71,08495513.5 Noodles & Company261,000230,00013.525522911.4 Einstein Bros. Bagels400,357*378,444* 5.85835329.6 Wingstop334,000306,6068.94724339.0 QUICK-SERVICE RESTAURANTS Jimmy John's Gourmet Sandwich Shop735,000*602,000*22.11,135950*19.5 Tim Hortons443,227414,882 6.8602563 6.9 Papa Murphy's Take 'N' Bake Pizza655,000*630,000 4.01,2391,165 6.4 Dunkin' Donuts5,620,000*5,295,000* 6.16,900*6,500* 6.2 Little Caesars 1,253,000 *1,130,000 * 10.92,800 *2648 5.7 *Technomic estimateSource: 2011 Technomic Top 500 Chain Restaurant ReportDarren Tristano is Executive Vice President of T echnomic Inc., a Chicago-based foodservice consultancy and research firm. Since 1993, he has led the development of T echnomic’s Information Services division and。