On tusday had some tasty fruit.

M: Yes ... well ... in 1990, EBS's total sales were $11 billion. But in 1996, our sales grew by more than 5 billion and the sales total for the year was $27 billion. So ... while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 50% ... though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees... in Asia alone, it'll be 60,000. The real development during this period will be concentrated in East Asia—mostly in China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to $100 billion. A few years ago, I'd never have dreamed that we'd be selling $3 billion dollars worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about EBS University itself？ Can you explain—simply—how it works, and who it's for？ M: I suppose it's really similar to a community-based education system—a bit like a village school—except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues—both for people and services. We also offer a range of options, everything from personnel, finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days' training a month, the minimum is fixed at three days a year. We also have a feedback system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training—to 'maintain them', if you like, because we think they're important. A piece of machinery, however, gets as much as 10%-12% of its purchase price spent oil maintenance now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that EBS is more broad-minded than many firms in its approach to educating and training its employees. M: Well, EBS has been in a state of constant renewal since it was founded in 1938, but it wasn't until the late seventies onwards that the company started trying out new methods of training and education. EBS University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes EBS from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Rice, and I hope that EBS University continues to do well in its educational role. &8226;You will hear a radio interview with Brian Rice, president of EBS University, the training and educational body set up by the electronics company, Torntec. &8226;For each qu A．5 billion dollars. B．11 billion dollars. C．27 billion dollars.

A．I don't think so. B．That will be expensive. C．It must be plastic. D．I don't agree with you.

M: Yes…Well…in 2000, Thorntec's total sales were 20 billion. But in 2005, our sales grew by more than 5 billion. So…while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 25%…though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees…in Asia alone, it'll be 60,000.The real development during this period will still be concentrated in Asia -- mostly China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to '100 billion. A few years ago, I'd never have dreamed that we'd be selling '2 billion dollars' worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about Thorntec University itself？ Can you explain -- simply -- how it works, and who it's for？ M: I suppose it's really similar to a community-based education system -- a bit like a village school -- except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues -- both for people and services. We also offer a range of options, everything from personal finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days training a month, the minimum is fixed at three days a year. We also have a feed back system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training -- to "maintain them", if you like, because we think they're important. A piece of machinery, however, gets as much as 10-12% of its purchase price spent on maintenance…now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that Thorntec is more broad-minded than many firms in its approach to educating and training its employees. M: Well, Thorntec has been in a state of constant renewal since it was founded in 1928, but it wasn't until the late sixties onwards that the company started trying out new methods of training and education. Thorntec University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes Thorntec from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Winter, and I hope that Thorntec University continues to do well in its educational role. You will hear a talk between a young employee and a senior cashier of a firm. You have to complete the sentences 23-30 by choosing the correct answer. Mark one letter A, B A．20 billion dollars B．26 billion dollars C．23 billion dollars

A．Either B．Neither C．Some D．Both

The individual statements of financial position at 31 December 20X5 for both companies show the following: <img src='https://img2.soutiyun.com/ask/uploadfile/10641001-10644000/27f0f4745e0f95edb9595711582c2cca.png' /> What will be the total inventories figure in the consolidated statement of financial position of Patula Co as at 31 December 20X5？ A.$5,250,000 B.$5,330,000 C.$5,130,000 D.$5,238,000

A．elaborate style B．self-enhancement style C．succinct style D．self-effacement style

2 Those numbers between 1 and 13 were in particular to have a powerful influence over the affairs of men. 3 For example, it is commonly said that luck, good or bad, comes in threes; if an accident happens, two more of the same kind may be expected soon afterwards. The arrival of a letter will be followed by two others within a certain period. 4 Another belief involving the number three has it that it is unlucky to light three cigarettes from the one match. If this happens, the bad luck that goes with the deed falls upon the person whose cigarette was the last to be lit. The ill-omen linked to the lighting of three things from one match or candle goes back to at least the 17th century and probably earlier. It was believed that three candles alight at the same time would be sure to bring bad luck; one, two, or four, were permissible, but never just three. 5 Seven was another significant number, usually regarded as a bringer of good luck. The ancient astrologers believed that the universe was governed by seven planets; students of Shakespeare will recall that the life of man was divided into seven ages. Seven horseshoes nailed to a house will protect it from all evil. 6 Nine is usually thought of as a lucky number because it is the product of three times three. It was much used by the Anglo Saxons in their charms for healing. 7 Another belief was that great changes occurred every 7th and 9th of a man's life.Consequently, the age of 63 (the product of nine and seven) was thought to be a very perilous time for him. If he survived his 63rd year he might hope to live to a ripe old age. 8 Thirteen, as we well know, is regarded with great awe and fear. 9 The common belief is that this derives from the fact that there were 13 people at Christ's Last Supper. This being the eve of his betrayal, it is not difficult to understand the significance given to the number by the early Christians. 10 In more modern times 13 is an especially unlucky number of a dinner party, for example. Hotels will avoid numbering a floor the 13th; the progression is from 12 to 14, and no room is given the number 13. Many home owners will use 12 1/2 instead of 13 as their house number. 11 Yet oddly enough, to be born on the 13th of the month is not regarded with any fear at all, which just shows how irrational we are in our superstitious beliefs. According to the passage, which of the following groups of numbers will certainly bring good luck to people？ A．3 and 7. B．3 and 9. C．7 and 9. D．3 and 13.

A．Of B．In C．To D．By

A perversely B inversely C diversely D conversely

Rather than taking the final then, what they did was to find Professor Aldric after the final and explain to him why they missed the final. They told him that they went up to UVA for the weekend, and had planned to come back in time to study，but they had a flat tire (爆胎）on the way back and didn’t have a spare and couldn’t get help for a long time and so were late getting back to campus. Aldric thought this over and then agreed that they could make up the final on the following day. The two guys were overjoyed and relieved. So, they studied that night and went in the next day at the time that Aldric had told them. He placed them in separate rooms and handed each of them a test booklet and told them to begin. They looked at the first problem, which was something simple about free radical formation and was worth 5 points. “Cool，&quot; they thought, “this is going to be easy. &quot; They did that problem and then turned the page. They were unprepared, however, for what they saw on the next page. It said: (95 points) Which tire was flat？ The two students decided to visit their friends at the weekend beacause_______ A.they didn’t want to take the exam B.they were invited by their friends C.they were not worried about the exam at all D.they forget the arrangement of the final exam They didn’t return as planned because_______.A.they got lost on their way back B.they slept beyond the time to come back C.their car broke down on their way back D.they couldn’t get help when they were in difficulty How did the Professor arrange the make-up exam？A.He made the exam booklet very long. B.He gave them different exam papers. C.He asked a very surprising question. D.He gave them very limited time to finish the paper. When they took the first glance at the exam booklet, they thought_______.A.it was easy B.it was too much C.it was too difficiult D.it was reasonable It can be inferred from the passage that_______.A.the students didn’t like Professor Aldric B.the two students had difficulties in their studies C.Professor Aldric was very clever and humorous D.the two students would surely pass the make-up exam 请帮忙给出每个问题的正确答案和分析，谢谢！

While he was doing this, Jane came in to say that she had heard the fire was a bad one; hundreds of houses had been burned down in the night and the fire was still burning. Pepys went out to see for himself. He went to the Tower of London and climbed upon a high part of the building so that he could see what was happening. From there, Pepys could see that it was, indeed, a bad fire and that even the houses on London Bridge were burning. The man of the Tower told him that the fire had started in a baker's.shop in Pudding Lane(小巷) ; the baker's house had caught fire from the over-heated oven(烤箱) and then the flames had quickly spread to the other houses in the narrow lane. So the Great Fire of London, a fire that lasted nearly five days, destroyed most of the old city and ended, as it is said, at Pie Comer. What is the passage about？ A．The Great Fire of London. B．Who was the first to discover the fire. C．What Pepys was doing during the fire. D．The losses caused by the fire.

[A] called [B] calls [C] calling [D] call

A．that B．which C．what D．them

What bothers noise experts is that plenty of commonplace machines are just as loud as, or even louder than, the Concorde. A sanitation truck can be noisier, and so can a heavy diesel truck pulling away from a stop sign. One expert who has gone out of his way to dramatize the prevalent offensiveness of the city sound-scale is Dr. Thomas H. Fay, director of speech and hearing at Columbia-Presbyterian Medical Center in New York. Dr. Fay took a sound-meter into a New York City subway and proved that an approaching train can be twice as loud as the Concorde. Since World War Ⅱ, the number of the high-powered noise-makers, from trucks and motorcycles to air conditioners and sirens has increased almost geometrically. It' s no wonder that in many areas of the country, especially in the suburbs, the average sound level has doubled in 20 years. Noise experts estimate that city noises are increasing a half-decibel a year. They found that in 1971 the quietest parts of Los Angeles--thought to be a relatively quiet city--were louder than the loudest districts of New York in 1937. This passage mainly talks about ______ . A．the problem of the supersonic transport plane, the Concorde B．a comparison between the Concorde and other machines C．the problem of noise D．noise in the suburbs

T Tallon had the following transactions: (i) Sale of goods on credit for $150 to F Rogit (ii) Return of goods from B Blendigg originally sold for $300 in cash to B Blendigg What are the correct ledger entries to record these transactions？ A、DR Trade receivables $150 DR Sales Returns $300 CR Sales $150 CR Cash and bank $300 B、DR Sales $150 DR Cash and bank $300 CR Trade receivables $150 CR Sales Returns $300 C、DR Trade receivables $450 CR Sales $150 CR Sales Returns $30 D、DR Sales Returns $300 DR Sales $150 CR Cash and bank $450

A．is B．are C．has D．have

A．doubting B．thinking C．saying D．knowing

A．A.除所学的专业外，约翰在大学还选修了一些经济学课程，以便毕业后能找到一份好工作。 B．B.除了所学专业，约翰在大学还自学了一些经济学课程，这样毕业后就找到了一份好工作 C．C.约翰毕业后就找到了一份好的工作，因为除了所学专业，还选修了其他一些大学的课程 D．D.约翰大学一毕业就找到一份好工作，因为他在本专业之外，还附带学了一些经济学课程