I want today to set debt reduction in the context of development challenges of poor countr

s to follow with employees.

First, pay them what they are worth. When people begin with your company, they are rarely worth what they are paid, because you are investing in their future productivity. You should pay people low at the start, with higher payments once they are established and productive. And be open about the monetary value of the additional perks they get.

Second, you should make employees feel important. Build them positively and openly when praise is deserved. Temper this with negative motivation, pointing out where minor shortcomings are diluting the success that could be enjoyed. Avoid complacency by keeping employees slightly off-balance.

Third, make employees think for themselves. Sometimes by being nonspecific, you create the environment where employees adapt other ideas and learn how to apply them in the new situation.

Fourth, separate office life from social life. It is impossible to let your hair down with someone one night, and come down hard on them the next day.

You should also remember that if you have to fire employees, take a creative approach. Try to find a job for them somewhere else, and let the other company steal them away. However, if extreme action is called for, act decisively while respecting the feelings of the employee.

Never expect from your employees anything that you are not willing to do yourself. It's more than a clich—it is sound business practice.

SECTION 2 Optional Translation (20 points)

相传在春秋战国时期，楚人卞和在山中发现一块璞玉，他曾先后两次向两代楚王进献，但他们不识宝物，以为是块石头，并以欺君之罪，砍去了卞和的双脚。等到第三个楚王上台，执著的卞和又将璞玉献上，这回楚王命人剖开石头，一块宝玉出现在楚国君臣面前。卞和洗清了欺君之罪，他所献的宝玉被雕成了象征最高权力的玉璧。后人为了纪念卞和，就叫它和氏璧。这个故事大概算是中国历史上关于玉石最著名的传说了。在这个故事中给人留下深刻印象的，除了卞和的执着精神，还有玉石的非凡价值。

在中国原始社会的新石器时代，玉是通灵的神器。用玉雕琢出来的神器共有六种。

is too complex a phenomenon, and the strategies for fighting it too diverse and dependent on local circumstances, for there is no single silver bullet in the war on poverty.

We have learned the hard way over the years. We have experimented with all kinds of ideas.

Yet a report recently released by the World Economic Forum shows that barely a third of what should have been done by now to ensure the world meets its goals to fight poverty, hunger and disease by 2015 is done. I am now convinced that the Millennium Development Goals set by the United Nations in 2000 can only be attained through a global compact, anchored in national policies that take into account local circumstances.

Aid and trade are both necessary, but they are not enough on their own. Neither is good governance enough in itself. Above all, nothing can move without the direct participation of local communities. I fear that we lecture too much. This is not the best way.

I will give an example of how such a compact worked in Tanzania to achieve universal basic schooling.

In the mid-1990s, almost all indicators for basic education were in free fall. The gross enrollment rate had fallen from 98 percent in the early 1980s to 77.6 percent in 2000. The net enrollment rate had likewise fallen, from over 80 percent to only 58.8 percent.

Then several things happened. We decided at the top political level that basic education would be a top priority, and adopted a five-year Primary Education Development Plan to achieve universal basic education by 2006 — nine years ahead of the global target.

Good governance produced more government revenues, which quadrupled over the last eight years. In 2001, we received debt relief under the World Bank's enhanced HIPC (heavily indebted poor countries) Initiative. Subsequently, more donors put aid money directly into our budget or into a pooled fund for the Primary Education Development Program (PEDP).

The government's political will was evidenced by the fact that over the last five years the share of the national budget going to poverty reduction interventions rose by 130 percent. We abolished school fees in primary schools.

Then we ensured that all PEDP projects are locally determined, planned, owned, implemented and evaluated. This gave the people pride and dignity in what they were doing. After only two years of implementing PEDP, tremendous successes have been achieved.

地提高了人们认识和把握宏观世界和微观世界的能力，为人类推动生产力发展和创造美好生活提供了强大支持；国际生产要素优化重组和产业转移加快，各国经济发展更加紧密地联系在一起，为各国实现经济合作共赢提供了有利条件。//

同时，由于历史和现实等方面的原因，世界发展不平衡的问题日益突出，许多发展中国家背负着沉重的债务负担，外部经济环境仍在恶化，南北发展差距进一步拉大；新的贸易壁垒和保护主义不断出现，多边贸易体制的发展面临困难；能源、资源消耗大幅度增长，生态破坏和环境恶化问题严重；包括地区冲突、恐怖主义在内的各种不确定、不稳定因素，威胁着世界和平与发展的进程。//

因此，可以说，人类的发展既面临难得机遇，也面临严峻挑战。在这种情形下，我们的正确选择只能是推进合作共赢，我们的共同目标只能是实现可持续发展。中国从自己的发展实践中深刻认识到：每个国家的发展都是一个持续的过程，今天的发展既是昨天发展的继续，又是明天发展的基础。//

SECTION 1 Compulsory Translation (30 points)

Until recently, scientists knew little about life in the deep sea, nor had they reason to believe that it was being threatened. Now, with the benefit of technology that allows for deeper exploration, researchers have uncovered a remarkable array of species inhabiting the ocean floor at depths of more than 660 feet, or about 200 meters. At the same time, however; technology has also enabled fishermen to reach far deeper than ever before, into areas where bottom trawls can destroy in minutes what has taken nature hundreds and in some cases thousands of years to build.

Many of the world's coral species, for example, are found at depths of more than 200 meters. It is also estimated that roughly half of the world's highest seamounts — areas that rise from the ocean floor and are particularly rich in marine life — are also found in the deep ocean.

These deep sea ecosystems provide shelter, spawning and breeding areas for fish and other creatures, as well as protection from strong currents and predators. Moreover, they are believed to harbor some of the most extensive reservoirs of life on earth, with estimates ranging from 500,000 to 100 million species inhabiting these largely unexplored and highly fragile ecosystems.

Yet just as we are beginning to recognize the tremendous diversity of life in these areas, along with the potential benefits newly found species may hold for human society in the form. of potential food products and new medicines, they are at risk of being lost forever. With enhanced ability both to identify where these species-rich areas are located and to trawl in deeper water than before, commercial fishing vessels are now beginning to reach down with nets the size of football fields, catching everything in their path while simultaneously crushing fragile corals and breaking up the delicate structure of reefs and seamounts that provide critical habitat to the countless species of fish and other marine life that inhabit the deep ocean floor.

Because deep sea bottom trawling is a recent phenomenon, the damage that has been done is still limited. If steps are taken quickly to prevent this kind of destructive activity from occurring on the high seas, the benefits both to the marine environment and to future generations are incalculable. And they far outweigh the short-term costs to the fishing industry.

SECTION 1 Compulsory Translation (30 points)

Over the past 50 years, technology has changed the fishing industry dramatically. Today, the romantic, rugged individual fisherman is as threatened a species as the cod and tuna that once swarmed into his nets. This is the cumulative result of more sophisticated fishing gear, more powerful boat engines and a lack of regard for local fishing environments by the multinational enterprises that have come to dominate this business.

There are about 30 million professional fishermen worldwide, but 50 percent of the fish caught at sea are captured by only 1 percent of the boats, notes Xavier Pastor, European vice-president for Oceans, a non-profit international advocacy group for the world's oceans. "Industrialized fishing is leading to the disappearance of the small fisherman," he observes, with concomitant damage to both fish stock and to local economies and social structures.

"Some fleets are just too big," Pastor says. "They are very efficient at taking the last fish in an area, then they move on to something else."

This transformation has led to a global fishing crisis that is endangering most of the planet's commercial stocks. Oceans reports that industrial fishing worldwide yields between 80 million and 100 million tons of fish, but it also generates 27 million tons of discards (marine organisms thrown back into the water after they have been caught), causing negative effects on the ecosystem that will last for decades.

According to the Fond and Agricultural Organization, the commercial productivity of the oceans is at an all-time low, with 75 percent to 80 percent of the world's major fisheries overexploited, fully exploited or recovering from depletion.

"We are not anti-fishing," emphasizes Pastor. "Fishing is important. We Want to make sure that future generations can do the same."

SECTION 2 Optional Translation (30 points)

What Is the Force of Gravity?

If you throw a ball up, it will come down again. What makes it come down? The ball comes down because it is pulled or attracted towards the Earth. The Earth exerts a force of attraction on all objects. Objects that are nearer to the Earth are attracted to it with a greater force than those that are further away. This force of attraction is known as the force of gravity. The gravitational force acting on an object at the Earth's surface is called the weight of the object.

All the heavenly bodies in space like the moon, the planets and the stars also exert an attractive force on objects. The bigger and heavier a body is, the greater is its force of gravity. Thus, since the moon is a smaller body than the Earth, the force it exerts on an object at its surface is less than that exerted by the Earth on the same object on the Earth's surface. In fact, the moon's gravitational force is only one-sixth that of the Earth. This means that an object weighing 120 kilograms on Earth will only weigh 20 kilograms on the moon. Therefore on the moon you could lift weights which are six times heavier than the heaviest weight that you can lift on Earth.

The Earth's gravitational force or pull keeps us and everything else on Earth from floating away to space. To get out into space and travel to the moon or other planets we have to overcome the Earth's gravitational pull.

Entry into Space

How can we overcome the Earth's gravitational pull? Scientists have been working on this for a long time. It is only recently that they have been able to build machines powerful enough to get out of the Earth's gravitational pull. Such machines are called space rockets. Their great speed and power help them to escape from the Earth's gravitational pull and go into space.

Rockets

The powerful space rocket works along the same lines as a simple firework rocket. The firework rocket has a cylindrical body and a conical head. The body is packed with gunpowder which is the fuel. It is a mixture of chemicals that will bum rapidly to form. hot gases.

At the base or foot of the rocket there is an opening or nozzle. A fuse hangs out like a tail from the nozzle. A long stick attached along the body serves to direct the rocket before the fuse is lighted.

When the gunpowder bums, hot gases or exhaust gases rush out of the nozzle. The hot gases continue to rush out as long as the gunpowder bums. When these gases shoot downwards through the nozzle the rocket is pushed upwards. This is called jet propulsion. The simple experiment, shown in the picture, will help you to understand jet propulsion.

What Is Missing?

Carlos Ghosn, the Brazilian-born car executive, is head of the Japanese car manufacturer, Nissan. He spoke to reporters about Japanese economy. [TONE]∥[TONE]

NEWSWEEK: Japan's economy is even worse off now than when you arrived in 1999. Did you expect it to get this bad? [TONE]∥[TONE]

GHOSN: Little by little, I've come to think that what's remarkable about Japan is that there is so much potential. I can see it inside and outside Nissan, but so little is delivered. Japan is always extremely strong when there's a mission. The glorious years have always been driven by a strong, clear vision. It would be fair to say that this vision doesn't exist today—or if it exists, it is blurred. Or fake. People talk about problems, with bad loans and things. What is missing is a clear vision that would mobilize all the qualities Japanese people can show in periods of challenge. [TONE]∥[TONE]

Why are people saying Japan has a problem? What goals would be realistic? [TONE]∥[TONE]

First, Japan did not grow as much as people were expecting. Second, the creation of value and wealth were on very strong up trend until the 1990s. How can Japan resume wealth creation? And how can Japan grow again? Let me give you an example in the automobile market. At its peak, 6 million cars were sold in Japan per year. Today we're barely at 4 million. One objective may be to say: "How can we return to the peak years?" Coming back to the best performance Japan has reached would represent a big jump forward. [TONE]∥[TONE]

Why don't more companies put their own houses in order? Nissan is certainly a model. [TONE]∥[TONE]

There is a lot of coverage of Nissan. From the beginning we anticipated this. I had a sense that we needed to be extremely transparent because we would be introducing a lot of change, and for change to work people need to know why and how we're making these changes. Because Japan's strengths are (found) particularly at the base. The work force is second to none, and once they are convinced that this is the direction to take, people are willing to go the extra mile for these things to happen. [TONE]∥[TONE]

Many Japanese fear radical reform. Is there a middle way? [TONE]∥[TONE]

I personally don't believe in middle ways. I'm not telling you this to be provocative; at Nissan we would never have taken the middle road. When I met Nissan's unions in July of 1999. They came to my office and at the end of these informal talks, I asked if there was anything they wanted to tell me as we worked to come up with a plan. They said: "Yes, we have something. Whatever you have to do, do it fast." They just wanted to get out of the tunnel. [TONE]∥[TONE]

Is Japan overreacting to the threat from China? [TONE]∥[TONE]

Japan is establishing a very solid relationship with China. When you see the transfers of technologies, the investments and collaborations, Japan is finding very smart ways to associate itself with the government. ObvioUsly, there are many countries that would love to take Japan's place. But they will do it if, and only if, Japan allows them to do it. I don't think there is a major outside threat to Japan. The major threat is internal. We're not recognizing the potential of the country and not acting on this potential. [TONE]∥[TONE]

With Japan's stock prices at 20-year lows, is now a good time to invest? [TONE]∥[TONE]

This is the moment to invest, both for Japanese people and for those outside Japan who are seeking opportunity. It will have to be active investment; you'll have to work on it to make sure it delivers. But it's an opportunity, no doubt about it. [TONE]∥[TONE]

Why Is it So Difficult to Swat a Fly?

The brains of flies are wired to avoid the swatter, US researchers said on Thursday.

At the mere hint of a threat, the insects adjust their preflight stance to flee in the opposite direction, ensuring a clean getaway, they said in a finding that helps explain why flies can so easily evade swipes from their human foes.

"These movements are made very rapidly, within about 200 milliseconds, but within that time the animal determines where the threat is coming and activates a set of movements to position its legs and wings," Michael Dickinson of the California Institute of Technology said in a statement.

"This illustrates how rapidly the fly's brain can process sensory information into an appropriate motor response," said Dickinson, whose research appears in the journal Current Biology.

Dickinson's team studies this process in fruit flies using high-speed digital imaging equipment and a fancy fly swatter.

In response to a threat from the front, the fly moves its middle legs forward, leans back and raises its back legs for a backward takeoff. If the threat is from the side, the fly leans the other way before takeoff.

The findings offer new insight into the nervous system of the fly, and lends a few clues on how to outsmart them.

Dickinson, a bioengineer, has devoted his life's work to the study of insect flight. He has built a tiny robotic fly called Robofly and a 3-D visual flight simulator called Fly-O-Vision.