Trustdata(共10篇)

【www.ahstyy.net--英语名言】

Trustdata（一）:

请大家分析一个英语真题句子
surely it should be obvious to the dimmest executive that trust,that most valuable of economic assets ,is easily destroyed and hugely expensive to restore.两个that各是什么成分和意思

（1）(that) 引导主语从句
（2）that 引导定语从句
意思就是：
最有价值的商业财产---信任,是最容易破坏和若重新建立则花费巨大的,
这应该对于最迟钝的管理者来说也应该是明显的.
The mystery is that this should come as a surprise to any boss.Surely it should be obvious to the dimmest executive (1)that trust,(2)that most valuable of economic assets,is easily destroyed and hugely expensive to restore — and that few things are more likely to destroy trust than a company letting sensitive personal data get into the wrong hands
单词：
surprise 吃惊；惊奇
dim 暗淡的
dimmest 最暗淡的
executive n.主管；管理人员；adj.执行的
execute v.执行；依法处死
valuable 贵重的；有价值的
sensitive 敏感的

Trustdata（二）:

青少年少玩手机多与人父母沟通的英语作文

[Translation] survey:Half of the children experience something happy or not happy,they are most willing to share the objects are friends rather than parents with high school students already have a strong independent self-consciousness is very much related,while ,had to admit that between parents and children are not smooth communication,are blocking the minds of the children to speak out.Options in second place is the "keep our noses did not say" (17%),followed by "Parents can be" (13%).Shows that more children would prefer to simmer in silence rather than tell their parents.Such data are also warning us that the hearts of children and parents,between the doors are closed.Experts have pointed out,the children enter adolescence,their sense of independence and self-consciousness is increasing,they are more willing than the child to communicate with their peers,but when they encounter difficulties often find their most trusted to communicate,this survey The data show that parents trust their children is declining.This distrust can be found in the survey are also reasons for the survey when asked "parents sneaking a peek at your diary,mobile phone-like privacy?" 24% of the child"s answer is "sometimes seen",7% of the the child said,"has always been like this," only 43% of the respondents felt that their parents,"I"ve never seen." Near Liu Cheng children and their parents exists between the different levels of distrust,which is probably what parents of children in front of one of the reasons the door closed body center bar.[译文]调查显示：有一半的孩子遇到开心或不开心的事情时,他们最愿意分享的对象是朋友而不是父母,这与高中生已经具有很强的独立自我意识有很大关系,同时,不得不承认,父母与孩子之间不畅通的沟通方式,正阻碍着孩子把心里话说出来.　　选项中排在第二位的是“闷着不说”(17%),之后是“父母都可”(13%).可见,更多的孩子宁可把话憋在心里而不是
青少年为什么和父母少沟通的原因英语作文（原因有他们都太忙 没有什么共同的话题）你怎么看待这件事

Trustdata（三）:

想请各位帮我翻译一段e-mail,谢谢!
Thanks for your swift response, I did not get you confused with
anybody, the email I sent was directed to you. I sincerely apologize
for sending you this sensitive information via e-mail instead of a
certified mail, phone call or a face-to-face conversation. I chose you
for this transaction because I believe that good friends can be
discovered and businesses such as this cannot be realized without
trust. You can be rest assured that your security has been considered
before you were contacted. I want you to treat this transaction with
utmost confidentiality and sincerity of purpose as I believe this will
mark the beginning of a long standing relationship between us, also
attach to this email is my data go through it.
Though we may presently reside in different countries, speak different
languages, have different religious beliefs and even skin colors, work
in different occupations, eat different foods, wear different
clothes,and so on but I can assure you that it doesn"t matter for the
man who trusts men will make fewer mistakes than he who distrusts
them, "Trust men and they will be true to you; treat them greatly and
they will show themselves great. I believe that trust is major element
in any relationship and that trust is earned. I hope we will each do
our best to earn each other trust.
The project has got to do with some amount my late client Mr. Mark
Michelle deposited with a security and vault company hise in England
in 2003, the management of the institution where the fund is deposited
called me a few days ago and intimated me about the intention of their
board to revert my late client"s funds to the coffers of the British
Government as unclaimed funds in line with British Financial
regulations, it is therefore on this premise that I am contacting you
to assist me receive the funds so that it is not confiscated by the
British Government. Due to the essence of time here, I had no choice,
but to first contact you through email, I am indeed extremely sorry if
I have delved into your privacy without a formal relationship with you
in the past.
还有一段.
The total amount involved is 4.8 Million Pounds Sterling and the said
fund is deposited at London Bank. I am under obligation present the
beneficiary of this deposit to the institution together with the
documents to back up the legitimacy of the beneficiary.
This transfer will take at most ten working days. I have mapped out
modalities as regards this so you have nothing to worry about.
All I need from you is your unflinching loyalty and support.
I would require the following information from you in other to
commence the process of filing of claims;
1) Your Full Name and Residential Address
2) Your Telephone and Cell Numbers
3) Your Age and Occupation
Upon the receipt of these, I will go to the Probate to swear an
Affidavit of Claims in your name. This Affidavit is a legal document
that will make you the sole Beneficiary of the Deposit. I will send a
copy of the Affidavit to you immediately it is procured.

感谢你迅速的回应 我并没有让你对任何人感到困扰 这封电子邮件我完全是发给你的 我真诚地为寄给你这封(含有)敏感信息[这里有点不懂...]的电子邮件而不是一封认证的电子邮件或一个电话或一次面对面的谈话道歉 我之所以为这笔交易选择你 是因为我相信好朋友可以被发现 像这样的交易没有信任是无法被实现的
实在不愿翻译了..楼主可以google一下 再大致理解吧..

Trustdata（四）:

英语翻译
PM:Where do you acquire this library?
It"s part of the ASP.NET AJAX,so you can just download it.We do provide it in two distinct pillars.One is as an MSI installer for Windows-based machines.But if I"m working on a Linux machine or a Mac,I can download a ZIP file that includes only the JavaScript libraries.One of the neat things about the Microsoft AJAX library itself is that we"re going to license it under a derivative of the Microsoft permissive license,one of our shared source licenses that enables free distribution and user modifications.This is true to the open source model.
Anyone will be able to take the hundreds of thousands of lines of JavaScript that we"ve developed and be able to tweak them,customize them,redistribute them,commercialize them,whatever—we don"t care.That"s a benefit to me.It"s also a big benefit to Microsoft"s customers,who have control over their release and debug scripts.
PM:The specific is terrific,was a favorite mantra of one my grade-school teachers.Describe,briefly,a real-world app that ASP.NET AJAX makes possible.
Our Web platform story goes from the server all the way to the client.It covers the browser,the delivery mechanism for content,and the tools used to create that content.
But the best way to think about is in the context of interesting apps that are being created on this platform.For example,an interesting app I learned about recently is Shelfari.They call themselves a "rich media bookstore." It"s a social networking site for bibliophiles.They can put their bookshelves online,write reviews,engage with their peers to discuss interesting books and topics,and so on.I think there"s something like 100,000 books published a year.It"s difficult to sift through that many books to find the ones you want.It"s like e-mail or spam.How many of those books do you want to read?But you can have trusted peers,luminaries,people you can trust to help you to sift through this immense number of books to figure out titles that you might like to read.
You might read the NY Times,but you also might turn to a site like Shelfari; this site uses ASP.NET 2.0 and AJAX to enable a social connection.
不要用软件翻译

PM ：ASP.NET在哪里适合入世界网2.0
Data-driven网站几乎是愤怒十年.我观看AJAX作为一个副作用或更加宽广的市场变动的症状.当您看用户经验作为概念时,例如,您能看到真正的需要区分站点.因为在网的业务模式协定,这是特别重要的.大家移动向基于广告的收支,饲料上升是开始活动,利用对网服务是内在的数据来源,并且您需要方式由那里的所有其他做您的站点引人注意.
This手段企业必须不同地做两三件事.首先,他们需要连接用他们的在反映他们的顾客的需要的水平上的顾客.那意味期望什么服务他们的顾客想要和提供他们.但是您必须如此也做在提供分化中.Travelocity,Expedia有何区别,回避,或者某一其他旅行站点?他们本质上本质上提供同样服务,以同样价格,人们经常有preference—a坚固特选,甚而.一些人民喜欢Travelocity,我偶然是回避迷.我偶然喜欢方式回避工作,因此他们得到我的事务.定价回避在边际我不有同情心内,象真实对所有站点.但是我更喜欢在这个站点的用户经验,并且那是那家公司怎么赢取我作为顾客.
Consider MySpace的例子.什么公司必须演讲是这个问题：什么是继续人回来到MySpace的强制的价值提议?它是用户经验,它是与同辈的互作用,是音乐和其他方式您能定做您的页.并且那,对我,是线上申请的下一代的精华.
AJAX是enabler.那是全部.AJAX自1994年或1995年以来存在了.这不是新技术,它总是在那里.使用是困难的,它是难.但是企业的必要能去那条路线,创造这些富有的用户体验,于市场从未存在了.但是正确的变化点发生了,并且AJAX鼓起了.那是症状,交付的技术解答在顾客想要的功能.
So微软在哪里适合入此?我们是关于使能我们的顾客.我们做什么它采取确定我们的顾客是成功的在他们的企业.
We认可对区分用户经验的需要,并且您能看到那体现以各种各样的方式,例如与工具我们的表示家庭为专业设计师的,我们在整体应用生命周期管理(ALM)过程中做应用设计师头等公民.它不再是仅关于开发商.

Trustdata（五）:

团队精神英语演讲稿【Trustdata】

波音公司的CEO Harry C. Stonecipher的
一篇讲话,主题是信任的力量,他谈到"speed . . . execution . . . reliability . . . affordability . . . integrity . . . and teamwork."讲稿写得很好.供你们参考.
The Power of Trust"
2004 Global Supplier Conference
Washington, D. C.
September 17, 2004
Good morning. A Boeing supplier conference is, among other things, a great melting pot event, with people from across the country and around the world. Greetings to all of you and thanks for coming. Now I"m going to see if I can stir up the pot a little bit.
Over the past two days, you have heard more than a few words over and over again over the past two days. They include: speed . . . execution . . . reliability . . . affordability . . . integrity . . . and teamwork. Each of those words represents a hugely important concept. They are all different. But there is one word that ties them all together. With it, you can increase speed, reduce cost, count on the reliability and integrity of other parties, and work together as a team in achieving flawless execution. Without it, your organization or enterprise will always be working at cross-purposes.
The magic word is "trust." As a substitute for trying to control a myriad of actions through detailed contracts, constant oversight, and the threat of litigation or dismissal, elevating the level of trust within an organization is the most powerful means in the world of raising performance. Nothing - and I mean nothing - is more conducive to "better, faster, cheaper" than a high level of openness and trust between people in disparate jobs and locations who are working together toward a common end.
So what is "trust" and how do we capture this quiet lightning and put it to work?
The author C. S. Lewis got to the heart what most of us mean when we say we really "trust" somebody or something when he wrote:
"You never know how much you really believe anything until its truth or falsehood becomes a matter of life or death to you. It is easy to say you believe a rope to be strong and sound as long as you are using it to cord a box. But suppose you had to hang by that rope over a precipice. Wouldn"t you then first discover how much you really trusted it? The same with people."
As this quote suggests, the most important component of trust is a strong belief - a hanging-over-the-precipice belief - in the complete integrity of another party or thing, whether it is the integrity of piece of rope or the integrity of the string of promises that we make to one another. On a continuing basis, trust is impossible without integrity. It can only exist in the presence of highest standards of conduct.
Let me cite a shining example of the power of trust involving one of our principal customers.
In leading Operation Iraqi Freedom, General Tommy Franks defied an old military axiom that says that an attacking force should have a 3-to-1 numerical advantage over an entrenched defender. He attacked with a smaller force. Unlike Operation Desert Storm 12 years earlier, Operation Iraqi Freedom did not begin with a massive aerial bombardment. And it did not stop at the Euphrates River. With fewer than half the troops and less than half the armor and artillery, the troops under General Franks" command drove all the way to Baghdad and beyond in just three weeks.
In his book, "American Soldier," General Franks acknowledges that his lines of supply, stretching more than 300 miles, were thin and vulnerable. But he points out that "a larger, slower, methodical attack model" - along the lines of Operation Desert Storm - would have left Saddam Hussein with "too many strategic options," including the torching of Iraq"s oil field, the destruction of the country"s infrastructure, and the ability to target chemical weapons at large concentrations of coalition soldiers. So Franks took a calculated risk. He opted for a campaign keyed to speed and maneuver - driving deep behind enemy lines on a variety of fronts and creating confusion and panic throughout its ranks. Whatever else one may say about this strategy, it was based on a high degree of trust. No commander would disperse his troops - casting so wide a net with the idea of being able to yank it tight in a few key places - unless he had the utmost confidence in thinking that every combat unit would do its job and do it well in supporting the mission.
In business as in combat, trust is the great enabler in making the most of scarce resources. Many companies, for instance, have succeeded in increasing or speeding production while going from Just-in-Case to Just-in-Time levels of inventory. Just-in-Case is a function of a lack of trust; Just-in-Time is a function of trust. Just-in-Case says "I don"t trust my guys to do what they say they are going to do"; Just-in-Time says, "I know I can count on my suppliers."
As it happens, the number of men and women who work for Boeing, either directly as employees or indirectly as part of supplier companies engaged in carrying out work for Boeing, is considerably larger than the force under General Franks" command. All told, we are probably about 500,000-strong - a Desert Storm-sized force. As big as we are, to move fast and to execute with a high degree of precision, we, too, must have total confidence in the promises that we make to each other. That"s the first prerequisite.
I also believe it is both possible and necessary - in the competitive arena that we occupy - to combine a hard-nosed sense of attending to the practicalities of survival . . . with a genuine concern for the health and well-being of partners and co-workers. In an increasingly interdependent world, selfishness is not a viable option; to be too selfish is, ironically, to dig your own grave.
Boeing is a big company - the largest aerospace company in the world, with more than 155,000 employees and $50 billion in annual revenues - but our place in the great scheme of things is really quite modest. Just about 70% of the value added in most of the products that bear the Boeing name was put there by suppliers, not by our employees, and that is up from about 60% a decade ago. To put that another way, the Boeing Company will never be any better than the network of suppliers that feed and support the company from 50 states and more than 90 countries around the world.
Not too long after I joined Boeing in 1997 (following the merger of McDonnell Douglas into Boeing), I described the company as "arrogant." Just as I expected, that shocked a lot of people inside Boeing. But I did so with a purpose in mind. First, I wanted to draw attention to the idea that we needed to do a better job of listening to the customer - and listening to others (i.e. our suppliers and partners) in the best position to help us do a better job. It"s amazing how much you"re able to learn when you aren"t doing all of the talking. And second, I wanted to remind people that we were in a business, and in a business - regardless of what the name on the building may be - you don"t assume that anybody owes you a living, and you don"t look at the world through rose-colored glasses - seeing things not as they are but as you wish them to be.
But Boeing has changed. Above all, we are focused - intensely focused - on execution. And that has had profound effects on our relationships with all of you in the supplier community.
On the one hand, we have become increasingly demanding and selective. Since 1998, we have reduced the total number of suppliers in our system by no less than two thirds. On the other hand, we are placing more and more work . . . and more and more responsibility . . . into the hands of the suppliers that we see as the best of the best. We have established a Supplier Management University, and we are reaching out in a variety of other ways. Most especially, we are moving away from contract management in a strict sense to managing relationships with business partners. What does that mean?
First of all, it means more sharing of information and ideas - in both directions. We are sharing more information with you than ever before - on market forecasts, production rates, inventory levels, quality issues, and other critical data - and we are looking for more information in return, including forward-looking metrics that help us spot potential problems in the making. We don"t want any unpleasant and unnecessary surprises - like the parts shortages and production problems that plagued this company back in 1997 and 1998. That shouldn"t have happened then and it won"t happen in the future. Even more importantly, however, we want the benefit of your ideas and expertise going forward. We want you fully engaged with us in serving the end customer - whether that is the military customer and others responsibility for national security, or the airlines and the traveling public. And that is certainly something that is happening in today"s Boeing.
Going back a few years ago, who would have guessed that Boeing would trust another company, or group of companies, to do the detailed design and build of the wing of a brand-new Boeing jetliner? But that is exact what we have done with the Boeing 7E7 Dreamliner. We have entrusted the critical work of building a Boeing wing for the 7E7 to MHI of Japan. Or who would have guessed that one of Boeing"s biggest and most important programs in the defense arena would be one in which we aren"t doing any metal bending or production at all? But that is the case with the Army"s Future Combat Systems program, where Boeing and SAIC are responsible for integrating the design and build of essentially all of the Army"s future platforms - everything that moves on the ground, in the air, or in space.
Like many of your own companies, Boeing is moving up the value chain and concentrating more intently than ever on a few core competencies. For us that chiefly means doing high-end design, engineering, and systems integration. We are not striving for self-sufficiency. To the contrary, our goal is to become a lean global enterprise that sticks to doing a few things exceptionally well and that is very adept at drawing upon the strengths and tapping into the best thinking and practices of other companies across the U.S. and around the world.
Working together, Boeing and its suppliers have done some amazing things in past couple of years. But the best years, without a doubt, are still before us.
Imagine a car company or any other major industrial concern that was forced to cut production by more than 50% in a three-year period. Yet that happened to our commercial airplane business, and we have managed the remarkable feat of staying profitable and continuing to invest in the future. Now air traffic has returned to pre 9/11 levels, and we are looking forward to what we hope and expect to be a period of sustained and gradual growth. Long term, this is a great growth market. Over seven decades, the growth in air traffic has outpaced the world"s economic growth by a factor of about 1.5-to-1. The line of demarcation between Boeing and Airbus is clearly drawn, both strategically and culturally, and we like our prospects. We think the Boeing 7E7 is right product at the right time - and the biggest the game-changer in civil aviation since the 707 at the dawn of the jet age. More than that, we think that our approach - with its emphasis on lean global enterprise - gives us a flexibility that Airbus lacks.
Eight years ago, Boeing was not a major defense company. Today we are the nation"s second largest contractor, and we have established Boeing as the leading industry partner to our government in developing a "network-centric" view of the world and apply that to a wide array of convention and unconventional threats. In the first half of this year, IDS"s revenues were up 14% - to $14.6 billion - and we had an operating margin of close to 10%. We see excellent growth and profits in this business for years to come.
As most of you know, I came out of retirement to lead this company last December at a painful moment . . . as we were faced with barrage of criticism for the serious misdeeds on the part of a few of our people. I pledged to fix the things that went wrong, so they wouldn"t happen again. I believe we have made good progress in restoring customer confidence and in putting distractions of the past year behind us. Every one of our employees has been asked to sign a code of conduct, and we have asked every one of our suppliers to acknowledge the same code of conduct. Clearly, the best way to defend against rogue behavior is to create an environment in which there is zero tolerance for anyone who even begins to bend or break the rules and where everyone understands and pursues the highest standards. We want everyone to stand up and cry "foul" at the first sign of unethical or improper conduct. That goes for people in supplier companies no less in Boeing itself.
On a personal note, I will tell you, most sincerely, that I"m glad to be back. I make a better worker than a retiree. And I love the company, the employees, all of you who are our partners, and the industry.
I believe this company has a great future, and I know that our suppliers are destined to play a larger and larger role in who we are and what we become. We are entrusting more and more of our future to you. Speaking not just for myself but all of Boeing, I will close with one of the nicest and most familiar phrases from the Spanish language - "Mi casa es su casa." Share this house with us and help make it a better place.【Trustdata】

Trustdata（六）:

字数50左右就行了

My fellow citizens:I stand here today humbled by the task before us,grateful for the trust you have bestowed,mindful of the sacrifices borne by our ancestors.I thank President Bush for his service to our nation,as well as the generosity and cooperation he has shown throughout this transition.Forty-four Americans have now taken the presidential oath.The words have been spoken during rising tides of prosperity and the still waters of peace.Yet,every so often the oath is taken amidst gathering clouds and raging storms.At these moments,America has carried on not simply because of the skill or vision of those in high office,but because We the People have remained faithful to the ideals of our forbearers,and true to our founding documents.So it has been.So it must be with this generation of Americans.That we are in the midst of crisis is now well understood.Our nation is at war,against a far-reaching network of violence and hatred.Our economy is badly weakened,a consequence of greed and irresponsibility on the part of some,but also our collective failure to make hard choices and prepare the nation for a new age.Homes have been lost; jobs shed; businesses shuttered.Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.These are the indicators of crisis,subject to data and statistics.Less measurable but no less profound is a sapping of confidence across our land - a nagging fear that America’s decline is inevitable,and that the next generation must lower its sights.Today I say to you that the challenges we face are real.They are serious and they are many.They will not be met easily or in a short span of time.But know this,America - they will be met.On this day,we gather because we have chosen hope over fear,unity of purpose over conflict and discord.On this day,we come to proclaim an end to the petty grievances and false promises,the recriminations and worn out dogmas,that for far too long have strangled our politics.We remain a young nation,but in the words of Scripture,the time has come to set aside childish things.The time has come to reaffirm our enduring spirit; to choose our better history; to carry forward that precious gift,that noble idea,passed on from generation to generation:the God-given promise that all are equal,all are free,and all deserve a chance to pursue their full measure of happiness.In reaffirming the greatness of our nation,we understand that greatness is never a given.It must be earned.Our journey has never been one of short-cuts or settling for less.It has not been the path for the faint-hearted - for those who prefer leisure over work,or seek only the pleasures of riches and fame.Rather,it has been the risk-takers,the doers,the makers of things - some celebrated but more often men and women obscure in their labor,who have carried us up the long,rugged path towards prosperity and freedom.For us,they packed up their few worldly possessions and traveled across oceans in search of a new life.For us,they toiled in sweatshops and settled the West; endured the lash of the whip and plowed the hard earth.For us,they fought and died,in places like Concord and Gettysburg; Normandy and Khe Sanh.Time and again these men and women struggled and sacrificed and worked till their hands were raw so that we might live a better life.They saw America as bigger than the sum of our individual ambitions; greater than all the differences of birth or wealth or faction.This is the journey we continue today.We remain the most prosperous,powerful nation on Earth.Our workers are no less productive than when this crisis began.Our minds are no less inventive,our goods and services no less needed than they were last week or last month or last year.Our capacity remains undiminished.But our time of standing pat,of protecting narrow interests and putting off unpleasant decisions - that time has surely passed.Starting today,we must pick ourselves up,dust ourselves off,and begin again the work of remaking America.For everywhere we look,there is work to be done.The state of the economy calls for action,bold and swift,and we will act - not only to create new jobs,but to lay a new foundation for growth.We will build the roads and bridges,the electric grids and digital lines that feed our commerce and bind us together.We will restore science to its rightful place,and wield technology’s wonders to raise health care’s quality and lower its cost.We will harness the sun and the winds and the soil to fuel our cars and run our factories.And we will transform our schools and colleges and universities to meet the demands of a new age.All this we can do.And all this we will do.

Trustdata（七）:

请大家帮忙修改其中的语法错误.
What are the benefits do the company get from the complaint?
Complaints can point out the shortcomings of the company and then they can improve their product or service.Complaints can give you the chance to go on to have the service to them,and make them to become the long-term customers.Complaints are also can improve the ability of staff about handling the complaints.
When you are handling the complaints,you have to know the requirements of the customers.
First of all,they need be concerned.They don’t want to be ignored,and they want to get attention and treats.They want to contact with the people who is really concerned about their requirement and the people who can solve the problems for them.
Second,they need to be listening.Customers need to have the fair treatment,not the complaint,deny or excuses.Listening can find the solutions of the problem,and it can train us away from the blame,denial,excuses.

What are the benefits that a company can get from the complain?
Complain can point out the shortcomings of a company and improve its products or services.Complain can bring you a chance to get one step closer to your customers,and build up a long term relationship with them.Complain can also help to train your staffs so that they can improve their ability of problem-solving and customer services skills.
When you are handling a complain,the most important thing to keep in mind is to find out what your customers really want,so that you can do your best to fulfill their requests.
First of all,you need to put yourself in their shoes and to hear them out as no one like to be ignored.When you pay a full attention to them,they will feel that they are important.They will be more open up to you,and from there you can also build up your trust and good relationship with them.
Secondly,all the customers want to have a fair treatment.Instead of being refuse and or simply get ignore by you or you staffs,they like to be hear out.Therefore,listening is the best way for you to find the solutions to resolve these problems.It can also train you to become a better problem solving personel at work.Instead of finding excuses,you are actually finding ways to help your customers,your company,and yourself!

Trustdata（八）:

请帮我把以下的英文字找出例句(5个)
请帮我把以下的英文字找出例句,但例句中需包含一些相关资料(即使那个字摆放的地方只能用与这个字相同意思的字(eg.happy- i am happy~不行,因为可以直接换上其他字,变成i am sad,i am cold.但如果是i get many birthday presents today so i am happy就可以))而且最好这些句子不是自己作的,尽量是找来的.contingency mechanism allocate triggering streamline 我也知道条件有点坎坷,但希望有人能帮帮我,

Now they are falling back on a Plan C, for contingency . 现在他们又回落到C计划,以防意外事情发生. Firstly because of equipment failure ? back-up systems and contingency planning in case you lose all your data ? 首先是因为设备故障,你需要一个备份系统和突发事件处理计划,以防丢失全部数据. And they should draw up contingency plans for cutting costs without damaging vital investments if revenues fall short. 他们应当制定应急方案以防因收入减少导致投资成本缩减而影响重点投资. Think of the mechanism as a lock. 把这个机理想像为一把锁. Zang attributed the problem to a lack of mechanism in the banking and financing system. 臧把这个问题归结于银行业与理财系统之间缺乏同一机制. The body also has a mechanism for replenishing calcium from outside sources, namely the diet . 而机体也有一种机制能从外来资源即饮食中吸收补充钙. The invisible hand usually leads markets to allocate resources efficiently. 看不见的手通常会使市场有效地配置资源. ABS prefers to allocate to new and smaller funds because it believes they are hungrier for success. ABS喜欢将资金配置给新的小型基金,因为它相信,这些基金更渴望成功. Audits are vital to investors, who need trustworthy accounts if they are to allocate capital efficiently. 审计对于需要能够有效分配资本的可靠账户的投资者是至关重要的. After CREB is switched on, it binds to a specific set of genes, triggering production of the proteins those genes encode. CREB一启动,就会接上一组特定基因,而这些基因所编译的蛋白质便受到触发而开始生产. The possibility of large Nevada Test Site nuclear explosions triggering damaging earthquakes in California was publicly raised in 1969. 大型内华达试验基地核爆炸有可能触发地震于1969年在加利福尼亚被公开提出. The threat that Portugal and Spain might be cut off from credit markets, triggering a meltdown in Europe"s financial system, was all too real. 葡萄牙和西班牙可能会有被从信贷市场上排除掉的威胁,从而触发欧洲金融体系的彻底垮台,这却很真实. The draft tries to streamline the registration of property sales and make it easier for interested parties to check details. 此法案试图使得产权的登记更加合理化,有利于购买方核查产权. A key meeting of 25 government ministers from different countries, chosen to streamline the negotiations, was 18 hours behind track tonight , having failed to meet for the entire day. 25位不同国家的部长原本计划简化谈判过程,然而这场关键会议延误了18个小时,整整一天都没能开成. Congress is expected to consider immigration reform legislation, including efforts to attract more high-skilled workers and streamline the visa application process in the coming weeks. 人民希望国会能考虑关于移民制度改革的立法,包括在近几周努力引进外国人才,简化签证申请手续.

Trustdata（九）:

奥巴马就职演说主题
有谁知道奥巴马就职演说的那片演讲稿的主题是什么啊?
最好是英文的

　　主题:The crises we face are strong,but so is America 我们面对的危机是强大的,美国也是强大的.
　　My fellow citizens:
　　I stand here today humbled by the task before us,grateful for the trust you have bestowed,mindful of the sacrifices borne by our ancestors.I thank President Bush for his service to our nation,as well as the generosity and cooperation he has shown throughout this transition.
　　Forty-four Americans have now taken the presidential oath.The words have been spoken during rising tides of prosperity and the still waters of peace.Yet,every so often,the oath is taken amidst gathering clouds and raging storms.At these moments,America has carried on not simply because of the skill or vision of those in high office,but because We the People have remained faithful to the ideals of our forebearers,and true to our founding documents.
　　So it has been.So it must be with this generation of Americans.
　　That we are in the midst of crisis is now well understood.Our nation is at war,against a far-reaching network of violence and hatred.Our economy is badly weakened,a consequence of greed and irresponsibility on the part of some,but also our collective failure to make hard choices and prepare the nation for a new age.Homes have been lost; jobs shed; businesses shuttered.Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.Video Watch the full inauguration speech »
　　These are the indicators of crisis,subject to data and statistics.Less measurable but no less profound is a sapping of confidence across our land -- a nagging fear that America"s decline is inevitable,and that the next generation must lower its sights.

Trustdata（十）:

以下几题选什么呢?
11.I cannot imagine how I can ___ ______ dull and long school year without a friend by my side.A.go away B.go over C.go off D.go through
14.Mexico has been independent ___ _____ nearly 200 years.
A.during B.from C.for D.in
16.If I had studied English sooner,I ___ ___________ a better job.
A.will have got B.would get
C.would have gotten D.will get
19.John’s friend borrowed his car and dented it.If I were John,I _ ________him to pay the repair bill.
A.should have asked B.would have asked
C.may have asked D.need have asked
20.Josh __ ______me for wearing jeans and a T-shirt to a friend’s party.
A.advised B.warned C.criticized D.reported
完形填空：
More than forty thousand readers told us what they looked for in close friendships,what they expected 21 friends,what they were willing to give in return ,and how satisfied they were with the quality of their friendships.the 22 give little comfort to social critics.
Friendship appears to be a unique form of human bonding .Unlike marriage or the ties that 23 parents and children,it is not defined or regulated by law .Unlike other social roles that we are expected to play as citizens,employees,members of professional societies and 24 organizations-it has its own principle ,which is to promote feelings of warmth,trust,love,and affection 25 two people.
The survey on friendship appeared in the March 26 of Psychology Today.The findings confirm that issues of trust and betrayal (背叛) are 27 to friendship.They also suggest that our readers do not 28 for friends only among those who are most like them,but find many29 differ in race,religion,and ethnic (种族的) background.Arguably the most important conclusion that emerges from the data,30 ,is not something that we found-but what we did not.
21.A.to B.for C.of D.on
22.A.effects B.expectations C.results D.consequences
23.A.attract B.attach
C.control D.bind
24.A.those B.all C.any D.other
25.A.on B.in C.for D.between
26.A.print B.copy C.issue D.publication
27.A.main B.central C.neutral D.nuclear
28.A.ask B.appeal C.call D.look
29.A.friends B.what C.people D.who
30.A.yet B.still C.moreover D.however

11d 14c 16c 19b 20c

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