If either pilot of an air carrier airplane leaves the duty station while flying at FL410,the other pilot

Directions: In this section, you will hear a passage three times. When the passage is read for the first time, you should listen carefully for its general idea. When the passage is read for the second time, you are required to fill in the blanks numbered from 36 to 43 with the exact words you have just heard. For blanks numbered from 44 to 46 you are required to fill in the missing information. For these blanks, you can either use the exact words you have just heard or write down the

China said Thursday it will continue the country's【B1】______share reform. in an orderly manner and on the basis of maintaining【B2】______development of its capital market while protecting the legitimate rights of investors.

  Participants at a meeting held by China's Share Reform. Leading Group said the reform. has been going on【B3】______since the Chinese government approved the pilot share reform. on April 29 of this year.

  Provincial officials in charge of the reform. also【B4】______the meeting, which called for【B5】______ of policies to【B6】______the success of the reform.

  The Chinese government published a nine-point strategy to revive the capital market in February, 2004, stating that a【B7】______and healthy capital market is essential for the country's【B8】______ reform. and development.

 【B9】______tradable through arrangements between the listed firms or their controlling share holders and public investors.

  Under the arrangement, most listed firms or majority stock holders pay compensation to minority stock holders in exchange for the mass untradable shares held by the firms or the majority stockholders to be able to be floated on the market.【B10】______.

  The Chinese national legislature recently amended the country's securities and corporate laws in a bid to【B11】______.

【B1】

Directions: In this section, you will hear a passage three times. When the passage is read for the first time, you should listen carefully for its general idea. When the passage is read for the second time, you are required to fill in the blanks numbered from 36 to 43 with the exact words you have just heard. For blanks numbered from 44 to 46 you are required to fill in the missing information. For these blanks, you can either use the exact words you have just heard or write down the

When I was at school, my【B1】______was to be a pilot in the Air Force. But my【B2】______wasn't good enough, so I had to give up the idea. I went to university and studies【B3】______. I wanted to stay on there and do【B4】______but my father died at about that time so I thought I'd better get a job and earn my living. I started working in an engineering firm.

  I【B5】______to stay in that job for a long time, but then they【B6】______a new managing director. I didn't get on with him, so I resigned and applied for a job with another engineering company. I would certainly have accepted the job if they had offered it to me, but on my way to the【B7】______I met a friend who was working for a travel【B8】______. He offered me a job in Spain and I've always liked Spain, so I took it.

  I worked in the travel agency for two years and then they wanted to send me to South America【B9】______. Then we had a baby and I wasn't earning enough to support the family so I started giving English lessons at a school in the evenings.【B10】______and then the owner of the school offered me a full-time job as a teacher so I resigned from the agency.【B11】______And here I am!

【B1】

?For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.

  Caught in the spotlight of hostile scrutiny, global companies from the Gap to McDonald's to Wal-Mart have launched so-called social-compliance programs to fend off critics of their supply chain practices. These new programs frequently require company suppliers to meet basic labor-practice standards. That compliance is all excellent first step, but it requires strategic thinking, not just-in-time tactical responses.

  Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility. But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks's critics, company executives reasoned, but it could build the brand and even drive the company's growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy.

  With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth. But they knew their supply chain's future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.

   To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing demand. Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.

  To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.

  Starbucks's idea is innovative and refreshingly proactive. But it's clearly a gamble. It's uncertain whether sourcing this way will pay off, either by satisfying the company's critics or by assuring adequate supplies. While the jury's still out, brand-driven companies may want to try this e