I. Directions: Translate the following words, abbreviations or terminology into their target language respectively. (30’)
1.FBI
2. OPEC
3. VCR
4. GPS
5. http
6. B2C
7. GE
8. L/C
9. CPU
10. CPA
11. North American Free Trade Area
12. Non-Aligned Movement
13. Commission on International Development
14. Initial Public Offerings
15. joint venture
16.AA 制
17.安理会
18.办公自动化
19.保健食品
20.闭路电视
21.不可抗力
22.常规裁军
23.磁悬浮列车
24.党风建设
25.电视会议
26.服务型政府
27.高峰论坛
28.公费医疗
29.规模经济
30.国土资源部
II. Directions: Translate the following two source texts into their target language respectively.SourceText 1:When Frederick Chavalit Tsao shared the chief executive role with his father it was a trying experience.
“There were two chopsticks in the same rice bowl,” he says, recalling the five years in the 1990s when father and son shared the executive suite at the family’s Singapore-based IMC Group shipping company.
Only after his father finally stepped aside in 1995 – when Mr Tsao bought him out – did the younger man manage to get full control of the business, an industrial conglomerate that traces its roots back to the founding of a shipping concern amid the turmoil of the Chinese civil war in 1949.
In the end Mr Tsao’s family made a relatively smooth transition from one generation to the next. Yet his case is a rare success story. Dozens of large family-controlled businesses across Asia face the prospect of potentially awkward or disruptive successions as their founders, many of them a generation above Mr Tsao, 55, hit old age.
Many companies – especially those controlled by Chinese families – have put off thoughts about succession, experts say, because of deep-rooted taboos associated with patriarchy, as well as the difficulty of combining sharing the family spoils among multiple children while maintaining business continuity.
“The patriarch normally wants to stay behind the steering-wheel until his last day. He can’t let go,” says Richard Wee, chief executive of the Singapore office of Lombard Odier, a private bank based in Switzerland.
Family-controlled businesses are predominant in Asia, making succession a systemically important issue. They account for about half of all listed companies and 32 per cent of total market capitalisation across 10 Asian countries, according to Credit Suisse.
“Succession can be a systemic risk to a country or region if big businesses are under transition around the same time,” says Joseph Fan, departmental professor at the Chinese University of Hong Kong. “This is the case in Hong Kong and other emerging markets where tycoons are fading away.”
Shareholders can also be hurt where tycoons leave succession to the last minute – or to surprise disclosures in their will. （本文选自 FT中文网2012年08月13日的新闻报道 Succession not just family affair in Asia 翻译硕士真题网注）
参考译文:与父亲共同担任首席执行官，是一种痛苦的经历。
上世纪90年代，曹慰德(Frederick Chavalit Tsao)曾在长达五年的时间里，与父亲共同执掌家族企业万邦集团（IMC Group，总部位于新加坡的航运企业）。回忆起那段岁月，曹慰德说：“那就好像是一碗米饭里插了两双筷子。”
直到1995年，父亲终于“退位”（曹慰德从他手中买下了公司全部股份），曹慰德才得以完全掌控万邦。万邦是一家工业企业集团，其起源可追溯到1949年——在中国内战的混乱局势下，曹家的第一家航运公司成立了。
最终，曹氏家族生意向下一代的移交相对平稳地完成了。然而，像曹家这样成功的例子并不常见。在整个亚洲，几十个大型家族企业正面临传承问题。其中许多企业的创始人都是曹慰德（现年55岁）的上一辈，如今已进入老年。传承的过程可能是狼狈或混乱的。
专家们表示，许多企业（特别是华人家族企业）在企业传承问题上一直采取尽量拖延的态度，这一方面是因为与家长制有关的根深蒂固的禁忌，另一方面是因为很难在保持企业经营连续性的情况下将家业分给多个子女。
私人银行隆奥(Lombard Odier)新加坡办事处首席执行官Richard Wee说：“家族掌门人通常希望掌舵到生命最后一天。他们心里放不下。”隆奥的总部位于瑞士。
家族企业在亚洲非常普遍，因此家族企业的传承问题具有系统重要性。瑞信(Credit Suisse)数据显示，家族企业的数量占亚洲十国上市企业总数的一半左右，市值占股市总市值的32%。
香港中文大学(Chinese University of Hong Kong)教授范博宏(Joseph Fan)说：“如果多家大型企业的交接班都在同时进行，可能会对一个国家或地区造成系统性风险。香港和其他新兴市场面临的就是这种情况。在这些市场上，大亨们的身影正在慢慢消失。
在一些家族企业中，大亨们将交班问题拖到最后一分钟，或在遗嘱中揭晓令人吃惊的结果，这也可能令股东们的利益受损。
SourceText 2:今年是中国发展进程中不平凡的一年。中国新一届中央领导集体提出实现中华民族伟大复兴的中国梦，带领13亿中国人民朝着实现“两个一百年”的奋斗目标迈进。这就是，到2020年全面建成小康社会，到本世纪中叶建成社会主义现代化国家。走过五千载岁月沧桑，历经一百年兴衰沉浮，当代中国站到了新的历史起点上。未来的中国，将会坚持一条什么样的发展道路，奉行什么样的内外政策，发挥什么样的国际作用，相信这些问题都是国际社会非常关心的。作为新一届中国政府的外长，在这里我要郑重地告诉大家：
中国将坚定不移地走和平发展道路。这些年来，随着中国的快速发展，国际上有人担心中国会不会走国富必骄、国强必霸的老路，各种中国威胁论层出不穷。但历史的旧版本已不能套用到中国的新画卷，冷战的旧思维更不应延续到全球化的新时代。中华民族热爱和平，中华文化崇尚和谐。自古以来，中国人热衷于对外交往通商，而不是对外侵略扩张，执着于保家卫国的爱国主义，而不是开疆拓土的殖民主义。（本文选自 王毅：站在新起点上的中国? 翻译硕士真题网注）
参考译文:This year has been an unusual one in China’s development. China’s new central leadership has put forward the Chinese dream of realizing the great renewal of the Chinese nation. And it is leading the 1.3 billion Chinese people in an endeavor to fulfill two centenary goals, namely, to finish building a society of initial prosperity in all respects by 2020 and to turn China into a modern socialist country by the mid-21st century. Having experienced profound changes in the past five thousand years and especially turbulence and rejuvenation in the past century, China has reached a new historical starting point today.
What development path will China take in the future? What domestic and foreign policies will it pursue? And what kind of international role will it play? I understand these questions are of great interest to the international community. As the foreign minister of the new Chinese government, I wish to answer them solemnly:
China will stay firmly on the path of peaceful development. As China has enjoyed fast development over the years, some people are concerned that China may repeat the beaten track that a country will inevitably become arrogant and seek hegemony when it grows in strength and becomes powerful; and various versions of China threat have surfaced. However, what happened in the past cannot be applied indiscriminately to today’s China. The outdated Cold-War mentality has no place in the new era of globalization. The Chinese nation loves peace and the Chinese culture values harmony. In history, what the Chinese pursued was international exchanges and trade, not foreign aggression and expansion, and what guided them was patriotism to defend the nation, not colonialism to occupy new territories.
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