We talked about cancer clusters, especially at the Australian Broadcasting Corporation (ABC) studios in Brisbane, and we mentioned that there were several cognitive processes involved. Which of the following did we not mention in this case?

A . It’S near the Leidseplein Square． B . It has altogether l75 9uestrooms． C . It was built in the l9th century． D . Its location is very good．

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.

W: Yes... Oh, but do we have to？ M: Well, I think it's interesting. And I think our listeners will find it interesting, too. I mean, you didn't become a big star overnight. You struggled for many years. W: You can say that again. M: Tell us a little about it. W: Oh, yes. I think I must have worked twenty or thirty different jobs. M: Really？ W: Sure! I couldn't find work as an actress for many years, so I had to do something. You have to eat, right？ M: What kind of jobs did you have？ W: A little bit of everything: I worked as a waitress, in a department store, painting houses... I think I got fired from most of those stores. M: Oh, yeah？ Come on, tell us a few stories. W: This is so embarrassing... Well, I remember I worked for a big department store in the hats department. It was so boring. We never had any customers during the day, and that's when I worked. When I got sleepy, I used to lie down under the hat racks and take an occasional nap. M: What happened？ W: Well, one day I got caught by my boss. And I got fired on the spot. Then there was the time I decided to paint house. It turned out that I was allergic to the paint. And my body was so sore after working the first day that I could hardly get out of the bed the next day. I couldn't take the physical work. I got fired again. M: Any other war stories？ W: Well... you are not going to believe this, but I actually drove a taxi for a few days. I got hired as a cab driver. M: No! You？ W: Yes. I was desperate and thought I could make good tips. I needed the money at the time. Unfortunately, it didn't lust. M: Fired？ W: Yes. How did you guess？ On my third day, I hit a pole. No one was hurt in the accident —my passenger was fine — but it scared me to death. That was the end of my career as a driver. M: Well, Stella, thank you for sharing those details with us. It's a good thing you made it as an actress! After the commercial break, we'll talk more with Stella about her new movie that's being released in September. (20) A．When she was working in a department store. B．When she was working for a painting house. C．When she was working in a taxi company. D．When she was working as an actress in Hollywood.

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

M: Well, of course it is an increasingly serious problem, I mean a fairly large part of the old population becomes confined to the house. They cannot go out, because they don't want to trouble others, thus little by little they become a burden to the younger generation. Q: What are the speakers talking about？ (17) A．Population explosion. B．Generation Gap. C．Problem of the aged. D．Climate changes.

M: Well, the 1992 Maastricht Treaty proposed a single currency between the European Union. The participating countries decided on the name "Euro' at a summit in Madrid in 1995 and the currency was launched on January 1, 1999. W: What is it worth？ M: When the Euro was launched in 1999, one Euro was worth 1.17 US dollars or 71 British pence. However, the weakness of the Euro zone economies compared with that of the United States, combined with the inexperience of the European Central Bank in dealing with the international markets, has meant that since its launch the value of the Euro had declined significantly. In December 2001, one Euro was worth little more than 89 cents or 63 pennies, a 20 percent drop on its initial value. W: Do you think it will affect the daily life of ordinary people？ M: I suppose so. For example, one of the major headaches for participating countries has been the con version of public telephones, vending machines, and shopping trolleys to accept Euro coins. Al though a conversion process has been in full swing since before 1999, there are reports that some countries are not ready for the Euro. W: So what does it look like？ M: There are seven notes designed by the Austrian artist Robert Kalina. The designs show the "seven ages" of European development, with windows and gateways on the front, and bridges on the back. In addition, there are eight coins designed by the Belgian artist Luc Luycx. All Euro coins are round, but have differences in composition, weight, thickness, and milling to ensure that the blind can easily distinguish between them. On the front there is a European design, common to all coins, and on the back a "national" design from the central bank of issue. Despite the "national identities'', all coins can be spent throughout the Euro zone regardless of their origin. (36) A．1992 B．1995 C．1999 D．2001

是 否

A．syntactic relation B．paradigmatic relation C．concord D．government

A、pronoun, article, adjective B、article, adjective, pronoun C、adjective, article, pronoun D、adjective, pronoun, article

science, but I would say that there are not 5 percent of the people who are equipped of schooling, including college, to S2.______ understand scientific reasoning. We are more ignorant of science as people with comparable education in Western Europe. S3.______ There are a lot of kids who know everything about computers—how to build them, how to take them apart, and how to write programs for games. So if you ask them to explain the principles of physics S4.______ that have gone into creating the computer, you don't have S5.______ the faintest idea. The failure to understand science leads to such things like the neglect of human creative power. It al- S6.______ so takes rise to blurring of the distinction between science S7.______ and technology. Lots of people don't distinguish from the two. S8.______ Science is the production of new knowledge that can be applied or not, and technology is the application of knowledge to the production of some products, machinery or the like. The two are really very different, and people who have the faculty for one very seldom have a faculty for another. S9.______ Science in itself is harmless, more or less. But as soon as it can provide technology, it is net necessarily S10.______ harmful. No society has yet learned to forecast the consequences of new technology, which can be enormous. 【S1】

A．When/Where shall we meet？ B．Do we have to ...？ C．Do you mean we shoul D．..？ D．It’s OK. 此题为多项选择题。

A．Shall w E．..？ B．Why don’t w E．..？ C．What we should do is ...？ D．The first thing to do is ... E．How about ...？

A．The careers that bring us money B．The causes we support C．The dreams that only money can make real D．Money itself