笔译-人事部英语-韩刚CATTI-笔译二级培训讲义下载55-60课讲义

作业参考译文：
1882年中国第一盏电灯在上海点亮，这使得中国逐渐告别了油灯和蜡烛照明的历史，当时使用的电灯就是白炽灯，这一用就是130年，中国也成为白炽灯的生产和消费大国。

In1882,China’s first-ever electric light made its debut in Shanghai,heralding/ushering in a new era when kerosene lamps and illuminating candles as light sources were phased out/were made a thing of the past/were consigned to history.Back then,the one and only electric light source available in China was the incandescent lamp,a device that has been prevalent/dominant China’s illumination space/scene/field for130years.As such, China has emerged as a leading producer and consumer of incandescents in the world.
早在1996年，中国就启动实施了“绿色照明工程”，/中国绿色照明工程的实施，推动了照明电器行业结构的优化升级和产品质量的整体提升，/经过多年努力，中国节能灯产品质量水平日益提高，一些企业产品质量和工艺水平已达到世界领先水平。

/高效照明产品及技术的日益成熟为逐步淘汰白炽灯提供了重要保障。

China kick-started/initiated/launched the program of“green lighting”/embarked on a campaign encouraging people to go green in lighting as back as in1996.The environment-friendly/eco-sensitive/responsible move/endeavor has served to upgrade the mix of China’s lighting industry and elevate the overall quality of lighting products.Thanks to years of strong commitments,energy-saving/energy-efficient lamps made in China have moved up the value chain in both quality and workmanship,with some ranking among the best in the world.The ever-improving products and technologies for energy-efficient lighting have enabled China to phase out energy-intensive incandescents in the country.
中国节能灯的全球市场占有率由1996年的20%提高到2010年的85%。

In2010,85%of energy-saving lamps available on the global market were made in China,as against merely 20%back in1996.
China’s global market share in the energy-saving light space surged from a to b between1996and2010.
In2010,China accounted for85%of global supply of energy-saving lamps,a surge from20%in1996.
凤凰都市传媒参考译文：
公司的成长历程:
Our growth story:
企业的初创期，就像孩子“人之初”的时候，怀抱怎样的梦想、经历了哪些事情、和什么样的人在一起……
都会造就一个企业的品格与风貌，影响深远。

而我们感到深深的荣幸与骄傲，凤凰都市传媒自成立伊始，从第一个员工，到最初的团队，就已经将勤奋、激情、正直、勇气、坚持、敢于梦想……等等最珍贵的品质熔铸进了公司的“血液”与灵魂之中。

When we start a business from the ground up,we typically have visions and ambitions deep down,get through eventful episodes along the way and build up connections as we move forward.Arguably what happened to us in the infancy has shaped and defined who we are today.As Phoenix Metropolis Media grows and expands,we have woven into its cultural fabric diligence,passion,integrity,courage,resilience and can-do spirit.These underlying values are at the heart of everything we do at PMM.
初期那一段胼手砥足艰难创业的峥嵘岁月，其中的欢笑与泪水、成功与挫折，甚至最初的焦虑、彷徨，在还看不到成果与方向时的默默付出、默默前行、忍耐与等待……所有这些，都将成为公司最宝贵、最有价值的精神财富。

The journey that has taken us here is full of trial and tribulation,as it were.As we look back,we know how we have come through joys and tears,successes and failures,anxiety and frustration,and all those critical moments of biting the bullet and moving on even when there was no victory in sight.Going forward,these are the essential legacy that we must build on.
渐渐地，更多的生力军加入了我们的队伍；更多的城市对我们敞开了怀抱；更多的客户认可了我们的付出与成绩；更多的机会闪现在我们前行的道路上；更大更宏伟的未来蓝图，在我们面前缓缓展开，犹如最壮丽的画卷。

Over time,we have built an ever-expanding pipeline of talents,reached out to more cities,and earned growing recognition of what we have done and achieved as a result.More exciting opportunities lie right ahead,and a more ambitious blueprint is unfolding.
我们见证着我们的梦想渐渐变成现实！从东南沿海到西北内陆，从江南水乡到东北雪原，我们的大屏总是在城市最繁华最核心的位置，熠熠闪光，成就都市里无可替代的绚丽风景！我们用百分之十的资源，占据了户外LED传媒三分之一的市场份额，成就了无可争议的市场和行业奇迹！
We are seeing how our dreams keep coming true.From the coastal southeast to the interior northwest,from the watery south to the snowy northeast,PMM stands out at each urban center with massive LED screens adding unique charm and excitement to city life.PMM makes up one third of outdoor LED media market with a mere 10%of physical resources.That is much of a miraculous feat for the niche market.
因凤凰之名，我们拥有了无可替代的品牌优势与影响力，而我们将为凤凰华美的羽翼上，增添夺目的光
彩！
PMM has gained unrivaled brand recognition and influence among its industry peers thanks to the proven strength and strong presence of Phoenix Television,its parent company.As such,PMM promises to be a glamorous addition as Phoenix soars higher.
勤奋、激情、正直、勇气、坚持、敢于梦想……
Diligence,passion,integrity,courage,resilience and can-do spirit…
有华人的地方就有凤凰:
Phoenix TV:Window to the world for the Chinese global community
凤凰卫视十数年风雨兼程,如今羽翼丰满光彩照人,旗下的凤凰卫视中文台、资讯台、欧洲台、美洲台、电影台及香港台,覆盖全世界150多个国家和地区,以“拉近全球华人距离”为宗旨,全力为世界华人提供高质素的华语电视节目,声名享誉国际。

Founded in1996,Phoenix has expanded its offerings over the years.Today Phoenix features a broad mix of programs catering to different needs and interests.Phoenix Chinese Channel,Phoenix Hong Kong Channel, Phoenix Movies Channel,Phoenix InfoNews Channel,Phoenix Chinese News and Entertainment Channel in Europe,and Phoenix North America Chinese Channel broadcast to audience in Asia,Europe,America,Latin America and Africa,covering more than150countries and regions.As the Chinese connection,Phoenix is the window to the world for the Chinese global community and is renowned for its international quality and unique presentation.
2007年,凤凰都市传媒以凤凰新翼的姿态傲然面世,成为凤凰卫视多媒体平台的重要组成部分。

凤凰都市传媒以户外大型LED媒体为主体,肩负三项使命进入户外媒体领域:建设户外主流媒体,承担媒体社会责任,敢做户外广告市场先导。

凤凰都市传媒依托优质媒体资源与服务,已经成为行业领先者,媒体网络横跨中国经济发达城市的核心商圈、地标、城市主干道核心路段。

The founding of PMM in2007added a new facet to the multi-media portfolio of Phoenix.PMM is committed to outdoor LED media operations with three overarching missions in mind:build a mainstream outdoor media, take on media social responsibility,and lead the outdoor media market.Backed by quality resources and outstanding services,PMM has emerged as a market leader,with its extensive LED media network spanning central business districts,landmarks and major sections of thoroughfares in most prosperous cities across China.
古老的广告形式蕴含着巨大的商机:
Outdoor media:an ancient ad form that promises huge opportunities
户外媒体在现代城市景观中已经成为不可或缺的重要组成部分,反映着城市的繁荣程度、文化张力和格调品位。

它是古老的广告形式,在中国亲身经历了改革开放的发展巨变。

随着城市经济快速发展,科技的进步催生出具备动态影像的户外LED显示屏媒体。

户外LED媒体集多种媒体优势于一身,是一种功能强大、运用方式多变、高关注度的新型传播载体。

户外LED媒体的诞生开创了户外媒体新世代,使户外媒体又重新焕发出勃勃生机。

As an essential part of modern cityscape,outdoor media is a measure of physical wealth,cultural richness and taste profile of a city.As an age-old form of advertising,outdoor media has evolved alongside China’s ongoing reform and opening up.As urban economy booms and technology advances,outdoor LED media has come as a new platform that sports dynamic imaging.This new arrival is built on strengths of different media.It features powerful functions,diversified applications and high public attention.The inclusion of LED screens has ushered in a new era for outdoor media,thereby injecting new life into the otherwise marginalized,fading scene.
2011年1月,中国政府选择在“世界的十字路口”——纽约时代广场,通过户外LED媒体播放中国国家宣传片,向世界展现了一个友善知性的中国,让中国人的笑容留在美国和世界民众的心中,显示了户外LED媒体强大的品牌形象塑造力。

A case in point is a promo called China Image in New York Times Square as China took its PR campaign to the Big Apple in January2011.In the national footage,China harnessed the power of LED-based media to show people in the US and beyond an amicable and intellectual China.That promo tells us exactly how LED-based outdoor media can help shape an impressive brand profile.
敢做户外广告市场的先导:
Aim to lead
凤凰的历程承载着无数光荣,而一切都由梦想开始。

十数年前,只因一个“在世界做华人媒体”的梦想,凤凰启程香江,而今遨游四海,为全球华人瞩目。

数年前,为了“全媒体”的梦想,凤凰踏上户外媒体的领地,如今彩凤过处,点点华彩结成了网络,装点都市更加光彩靓丽。

Phoenix,founded in1996,has a strong track record of milestone achievements,all driven by inspiring ambitions.Over the years,the founding vision of serving the global Chinese community has empowered the Hong Kong-based media giant to grow into a strong global media player.But an ambitious Phoenix does not
stop there.In2007,PMM became a new part of the Phoenix matrix.The outdoor media arm of Phoenix has since expanded its presence across the country.Today,PMM features an extensive network of outdoor media operations,adding color and vibrancy to urban landscape wherever it reaches.
凤凰是一个发挥造梦潜能的空间,鼓励个性激发梦想,并激情于追寻梦想的行动之中。

亦步亦趋从来都不是凤凰人的选项,在所有涉足的领域,凤凰都要成为行业的先导。

Phoenix inspires ambitious minds and encourages bold action to make things happen.At Phoenix,we don’t follow suit,but seek to lead in everything we do.
凤凰都市传媒以凤凰的资源优势为基础,构建起来的凤凰LED联播网,正在成为中国最具影响力的户外传播平台。

通过创新的发展模式和理念带动了行业的变革,为传统的户外媒体注入新的生命力。

追逐梦想,在我们面前没有陌生的疆土,一次又一次拓荒，凤凰人用胆识成就辉煌。

Built on the strength of Phoenix,PMM is now equipped with arguably the most powerful LED network in China.PMM embraces innovation and looks to lead change,aiming to breathe new life into conventional outdoor media sphere.As a dream chaser,PMM ventures into uncharted territories with courage and insight,as that is how lasting success is built.
建一流企业:
Commitment to be an industry leader:
所有企业的胜利，都是价值观的胜利！
所有企业的成功，都是企业文化的成功！
It is values and culture that underlies business success.
创业时期的艰苦拼搏，发展时期的坚韧前行，壮大时期的坚定不移，直至我们憧憬着未来腾飞时的坚强壮大，凤凰都市传媒的企业文化将贯穿我们前进之路的始终——简单、勤奋、激情！坚定的信念、坚强的意志、坚决的行动！
PMM has witnessed how its people have contributed as a team:proven diligence in its infancy,demonstrated resilience in times of trial and tribulation and renewed commitment to its expansion.Going forward,we will build on these underlying beliefs that have sustained our success:simplicity,diligence and passion!We must be firm in conviction,strong in will and resolute in action as we forge ahead.
凤凰都市传媒的文化，是公司里每个人共同认可、共同融入、共同捍卫的文化！
At PMM,each and every one of us fits well into the corporate culture,a culture that we embrace and hold dear.凤凰都市传媒的价值观，是公司全体上下齐心协力坚守不渝的核心价值观！
At PMM,each and every one of us puts corporate values at the heart of everything we do.
一路走来，我们共同见证着凤凰都市传媒的发展，与公司同呼吸共命运，呵护公司的成长，期待公司的辉煌，坚信我们在创造着极具生命力的企业文化，在缔造一个拥有无限潜力与未来的一流企业！
At PMM,we are part of its growth story every step of the way.We believe in a vigorous culture that leads to a bright prospect for PMM.Together,we seek to be a market leader.
担社会责任:
Commitment to be a responsible player:
身为媒体,必须担当社会责任,这是凤凰一贯的理念。

Phoenix remains committed to social responsibility as a leading media operator.
凤凰都市传媒在高速发展的同时，一直坚持依托自身的媒体资源优势，主动承担起媒体的社会责任，以大媒体造就大影响。

凤凰都市传媒，作为上海世博会､广州亚运会､深圳大运会的合作媒体，积极参与国家大型活动；以在各地的媒体资源作为各级政府及主管部门的宣传平台，承担各种公众信息的宣传任务；参与地球一小时，倡导节能环保；联动“成都感谢您”大型微博墙，关爱生命，为成都人民提供向世界感恩的窗口；关注弱势群体，支持音乐之声主办的“我要上学”及凤凰网主办的“美丽童行”活动，呼吁社会资助并关爱贫困儿童；与CCTV合作宣传3.15消费者权益日……凤凰都市传媒一直身体力行地参与和支持各项公益活动。

PMM seeks to grow and thrive in a responsible way.PMM leverages on its media strength to contribute to communities where it operates.Among other high-profile events,PMM facilitated Shanghai World Expo2010, Asian Games Guangzhou2010and Universiade Shenzhen2011respectively as a media partner.With its extensive network across China,PMM offers an enabling platform for local governments and regulators to disseminate public information.PMM seeks to go green by being part of the Earth Hour campaign.In the wake of the Wenchuan Earthquake in2008,PMM offered networked LED screens to post microblogs sent by grateful people in Chengdu,capital of Sichuan province,enabling them to say“thank you”to compassionate people across the world.PMM supports pro-poor initiatives,such as“I want to go to school”program organized by MusicRadio to rally care and support for poor schoolagers,and Forever Happiness(Meili Tongxing)series hosted by to call attention to the hardship and misery of children in backcountry.PMM has joined CCTV in outreach campaigns on Consumer Rights Day.The list can go on.If PMM’s commitments and endeavors as such are any indication,then we believe that PMM will serve public good as best it can down the
line.
凤凰都市传媒忠于职业操守,以弘扬先进文化为己任,坚持高品位、高文化含量,倡导以优质信息传播高尚文化,为推动社会先进文化的发展不遗余力。

凤凰人始终肩扛民族大义的旗帜,凝聚全球华人,努力向世界展现一个开放、包容、诚信、进取的中华民族。

PMM holds itself to the highest ethical standards in everything it does.It is committed to the development and dissemination of advanced culture by building and employing quality media.At PMM,we remain dedicated to reinforcing national identity and rallying the global Chinese community.Together,we aim to show the world an open,inclusive and enterprising Chinese nation of integrity.
实战部分：
1.Aiming To Balance Security And Convenience
Ten years after the Sept.11terrorist attacks,airport-security screening is still in flux,with complaints up,some travelers more outraged than ever and the Transportation Security Administration embarking on a major strategy shift.
TSA Administrator John Pistole promises the U.S.is finally moving toward smarter checkpoint security rather than treating everyone the same.This fall,the TSA will test a'trusted traveler'program in Atlanta,Miami, Dallas and Detroit,with expedited screening for select frequent fliers of American and Delta airlines who are willing to turn over background information.
In addition,a pilot program is under way to reduce pat-downs of children,substituting measures such as explosive-detection hand swabs for friskings.And new software is being deployed that addresses privacy concerns and speeds up screening by displaying generic line drawings of body-scan images rather than revealing nudes.
'The whole idea is to try to continue to move away from‘one-size-fits-all’screening,Mr.Pistole said in an interview.'We are doing this to try to improve the passenger experience without diminishing the layers of security we have.'
With the10th anniversary of the9/11attacks around the corner,airport security remains a touchy issue for travelers.Each attempted bombing over the past decade has brought a new screening regimen,layered on top of existing requirements.Shoes removed,laptops out,jackets off,liquids restricted,names exact and,most recently,bodies X-rayed or felt by hand all over.The airport today is the scene of some of our most humiliating experiences.
Complaints about TSA screening filed with the agency jumped40%this year through June,compared with the first six months of2010.In the month of June alone,TSA logged1,975screening complaints,more than double the814received in June2010.
Mr.Pistole said he takes the concerns of the traveling public seriously,and that TSA is still assessing what is behind the jump in complaints.
Pat-downs are among the most riling of procedures for travelers.
After radiation treatments in childhood,Kerry Ninneman avoids full-body-scan machines and opts for the pat-down.On a June trip leaving Denver International Airport,a TSA screener ran her hand up and around her body under her skirt.
'TSA has really taken it beyond what they should be doing,'said Ms.Ninneman,who teaches graduate-level education courses.
Dave Simms also opts out of full-body screening and recently steeled himself for the aggressive pat-down at a Boston checkpoint by spreading his legs and raising his arms.A TSA agent told him to bend down and touch his toes.When Mr.Simms complied,the agent broke out laughing,Mr.Simms said.
'I laughed as well,but the incident serves as an example of how conditioned and submissive air travelers have become to TSA's totalitarianism,'Mr.Simms said.
The U.S.Travel Association,a travel industry trade group,says its surveys show,on average,each person avoids two to three trips a year because of the hassles of airport-security screening.That amounts to an estimated$85billion in lost business for hotels,restaurants,airlines and other travel suppliers.In addition,there is a huge loss of productivity from all the extra time wasted at airports because travelers have to arrive early, uncertain how long it will take to get through security.
'We put a man on the moon.We should be able to do this better,'said Roger Dow,the association's president.
Mr.Dow's group put together a panel of travel and security experts that drafted a list of recommended improvements,including the kind of'trusted traveler'program that TSA will test this fall.The key to improved security,experts contend,is to identify possible high-risk and very low-threat travelers before they get to the airport.This will allow agents to focus screening on the risky travelers while letting trusted ones through more efficiently.
'Data is what catches bad guys,not taking off your shoes,'Mr.Dow said.
Mr.Pistole,a former FBI official,said he started asking questions about trusted-traveler programs when he took over at TSA in July2010and saw several World War II veterans in their80s get frisked at Washington's Reagan National Airport.
The pilot program launching this fall will take frequent-flier program data to study travel histories and incorporate some travelers who already have'trusted'status with customs and immigration departments following government background checks for programs such as Global Entry.Trusted travelers will still be subject to random secondary screening,but will get dedicated lanes at airports where they can pass through security without all the restrictions currently in place,such as separate X-ray scanning for shoes and computers.
Over time,Mr.Pistole sees'more and more people becoming part of that known group.'
Amid widespread privacy concerns over revealing full-body scan images,TSA is now deploying software that shows each person the same way--a line drawing,with rectangles shading any part of the body where an anomaly is detected.The monitors are placed in full view of traveler and screener,eliminating the need for an image operator in a separate room who radios other agents with scan results.The new software,available so far for only one of the two kinds of machines TSA is using,will speed up the screening process,Mr.Pistole said. Another change under consideration:Letting children keep their shoes on.This would help harried parents who already have their hands full.Small shoes are unlikely to have bombs hidden inside,Mr.Pistole said.
Since the Sept.11attacks,the many layers of security in the U.S.and coordination around the world have made flying safer,Mr.Pistole said.
But much of the effective change had little to do directly with TSA,security experts say.
Jack Riley,director of the national security research division at the Rand Corp.think tank,argues that in the years after9/11,air transportation has been an overwhelmingly secure means of transportation in the U.S.for three reasons:Passenger vigilance,secured cockpit doors and changes to the visa-approval process making it tougher for potential terrorists to enter the country.
Mr.Riley believes TSA should apply a higher level of screening to people traveling to the U.S.than those already in the country.Not yet developing the means to reduce the inspection workload is'perhaps the biggest missed opportunity of the past decade,'Mr.Riley wrote in a Rand book on the U.S response to9/11.
2.Changes Brew In Asian Beer Sector
The burgeoning beer industry in Asia is likely to undergo significant changes this week,when a decision is expected to be made regarding Heineken NV's US$4.1billion bid for one of the region's prized assets.
Asia is the final frontier for the world's top brewers,and there is plenty of room to grow:Anheuser-Busch InBev NV of Belgium,U.K.-based SABMiller PLC,Dutch brewer Heineken and Carlsberg A/S of Denmark command only23%of the industry's profits in the Asian-Pacific region but more than60%of the sector's
earnings in every other region of the world,according to Bernstein Research.
'The one market where there could still be some consolidation is Asia,'said Robert Jan Vos,a beer-industry analyst with ABN Amro in Amsterdam.
With sales lackluster in Europe and North America,major brewers are increasingly looking to expand throughout Asia,competing with local brands that have dominated the industry for decades.China and its1.3 billion consumers have been the focus of most brewers'expansion.But Southeast Asia and its rapidly growing economies are also getting a close look amid a swelling middle st year,Vietnam was Asia's highest-growth beer market by consumption.
Asia Pacific Breweries Ltd.,Heineken's takeover target,is one of the fastest-growing and most profitable beer companies in Asia.Through popular brands like Tiger and Bintang,APB holds as much as a50%market share in Indonesia,Malaysia and Singapore,according to data provider Euromonitor,and has a strong presence in high-growth economies like Vietnam.It is one of the largest and most attractive assets up for grabs in Asia. APB's operations span30breweries,40brands and14Asian countries.
'There are very few game-changing assets available'in Asia,says Harald Harvey,managing director in Asia for SABMiller.
Heineken's offer of50Singapore dollars(US$40.08)a share for the stake of its joint-venture partner,Fraser& Neave Ltd.,in Asia Pacific Breweries was a defensive move to protect the Dutch brewer's turf,coming after companies linked to Thai tycoon Charoen Sirivadhanabhakdi bought a22%stake in the Singaporean conglomerate and an8.6%stake in APB.Meanwhile,Japan-based Kirin Holdings Co.─which acquired a15% stake in F&N in2010─is considering a bid for the group's soft-drink and dairy assets.
F&N has postponed a decision on Heineken's offer until Friday.
If Heineken's bid fails,it limits the No.3-ranked brewer's access to some of the fastest-growing beer markets in the world,where nearly two-thirds of the world's growth in beer consumption will come from over the next five
years,according to Euromonitor.But if Heineken succeeds,the company's growing presence in Asia could make it harder for other major brewers to gain traction in key markets.
'If Heineken has full control,it will market its brands more aggressively and increase its share,making it harder for others to penetrate these markets,'says Goh Han Peng,an analyst at DMG&Partners Securities in Singapore.
SABMiller,the world's second-largest brewer by volume after AB InBev,has one brewery in Vietnam and is looking to expand further.Carlsberg,the world's No.4brewer,operates in six countries where APB has a footprint:China,Cambodia,Malaysia,Singapore,Sri Lanka and Vietnam.
Brewers are targeting the Asian-Pacific region after spending tens of billions of dollars in recent years snapping up assets in other parts of the world,where they have locked up commanding positions in many markets. SABMiller acquired Foster's of Australia last year,in a deal SABMiller said would give it greater reach in the region.
In Asia,beer-industry profits are still catching up with more established markets,dragged down in particular by low unit revenue in China and India.The Asian-Pacific region accounted for35%of global beer volume and 26%of revenue but only17%of profits in2010,Bernstein estimated.
Part of the problem is that companies in the region tend to be family-controlled,or,in the case of China and Vietnam,government-controlled.Many already have signed joint ventures with big foreign brewers or sold them minority stakes,making it tougher for another major brewer to step in.
That could change as companies pass to subsequent generations,who have less of a passion for the family business,similar to what happened in Latin America,says Mr.Harvey from SABMiller.
Of the Big Four brewers,SABMiller derived the biggest share of its profits,15%,from the Asian-Pacific region in2010,after adjusting pro forma for the company's acquisition last year of Foster's,Bernstein estimated.
Carlsberg,Heineken and AB InBev generated12%,6%and1%,respectively,of their profits in the region in 2010,according to Bernstein.Profitability is expected to improve as per-capita beer consumption rises in Asia and more consumers opt for expensive premium beers.
The shortage of major assets for sale is pushing up valuations in the industry,particularly in fast-growing markets.Heineken's offer values APB at21times earnings before interest,taxes,depreciation and amortization, according to UBS.This is higher than the15.8multiple that AB InBev is paying to buy out the half it doesn't already own in Grupo Modelo SAB de CV of Mexico in a$20billion deal announced last month,and far above the12.6average multiple paid in dozens of global beer deals since1999,UBS says.
Justin Harper,market strategist for IG Markets in Singapore,says Heineken's bid for APB is likely to raise valuations on future beer acquisitions in Asia,as companies pay a high price to ensure they can clinch the deal. 'The supply[of beer companies for sale]is low,so the demand is high,'he says.
While takeover premiums are rising in the beer industry,financing costs are falling.UBS analyst Olivier Nicolai estimates Heineken would be able to secure3.5%financing to fund its takeover of APB,making the deal earnings-accretive in the first year.He adds that AB InBev recently issued$7.5billion in bonds with an average pretax interest rate of2.08%.
'When you have these kinds of cost of financings,which are very low,you can pay a high multiple and it's still a great deal,''said Mr.Nicolai,who is based in London.
2006年11月二级笔译实务试题
【英译汉必译题】
This week and next,governments,international agencies and nongovernmental organizations are gathering in Mexico City at the World Water Forum to discuss the legacy of global Mulhollandism in water-and to chart a new course.
They could hardly have chosen a better location.Water is being pumped out of the aquifer on which Mexico
City stands at twice the rate of replenishment.The result:the city is subsiding at the rate of about half a meter every decade.You can see the consequences in the cracked cathedrals,the tilting Palace of Arts and the broken water and sewerage pipes.
Every region of the world has its own variant of the water crisis story.The mining of groundwaters for irrigation has lowered the water table in parts of India and Pakistan by30meters in the past three decades.As water goes down,the cost of pumping goes up,undermining the livelihoods of poor farmers.
What is driving the global water crisis?Physical availability is part of the problem.Unlike oil or coal,water is an infinitely renewable resource,but it is available in a finite quantity.With water use increasing at twice the rate of population growth,the amount available per person is shrinking-especially in some of the poorest countries.
Challenging as physical scarcity may be in some countries,the real problems in water go deeper.The 20th-century model for water management was based on a simple idea:that water is an infinitely available free resource to be exploited,dammed or diverted without reference to scarcity or sustainability.
Across the world,water-based ecological systems-rivers,lakes and watersheds-have been taken beyond the frontiers of ecological sustainability by policy makers who have turned a blind eye to the consequences of over-exploitation.
We need a new model of water management for the21st century.What does that mean?For starters,we have to stop using water like there’s no tomorrow-and that means using it more efficiently at levels that do not destroy our environment.The buzz-phrase at the Mexico Water forum is"integrated water resource management." What it means is that governments need to manage the private demand of different users and manage this precious resource in the public interest.
【英译汉二选一】
【试题1】
John Kenneth Galbraith,the iconoclastic economist,teacher and diplomat,died Saturday at a hospital in Cambridge,Massachusetts。

He was97.
Mr.Galbraith was one of the most widely read authors in the history of economics;among his33books was "The Affluent Society"(1958),one of those rare works that forces a nation to re-examine its values.He wrote fluidly,even on complex topics,and many of his compelling phrases—among them"the affluent society," "conventional wisdom"and"countervailing power"—became part of the language.
An imposing presence,lanky and angular at6feet8inches tall,Mr.Galbraith was consulted frequently by national leaders,and he gave advice freely,though it may have been ignored as often as it was taken.Mr. Galbraith clearly preferred taking issue with the conventional wisdom he distrusted.
Mr.Galbraith,a revered lecturer for generations of Harvard students,nonetheless always commanded attention. From the1930"s to the1990"s Mr.Galbraith helped define the terms of the national political debate, influencing both the direction of the Democratic Party and the thinking of its leaders.
He tutored Adlai E.Stevenson,the Democratic nominee for president in1952and1956,on Keynesian economics.He advised President John F.Kennedy(often over lobster stew at the Locke-Ober restaurant in their beloved Boston)and served as his ambassador to India.
Though he eventually broke with President Lyndon B.Johnson over the war in Vietnam,he helped conceive of Mr.Johnson"s Great Society program and wrote a major presidential address that outlined its purposes.In1968, pursuing his opposition to the war,he helped Senator Eugene J.McCarthy seek the Democratic nomination for president.
In the course of his long career,he undertook a number of government assignments,including the organization of price controls in World War II and speechwriting for Presidents Franklin D.Roosevelt,Kennedy and Johnson.。