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English to Chinese: Apple iMac 24" General field: Marketing Detailed field: Computers (general)
Source text - English Apple iMac 24"
The latest version of the iMac is a very stylish machine. Unlike PCs, the iMac’s insides are built into the monitor so it takes up little space and has a very cool side loading DVD drive. But, of course, it is not only the delightful look that I will be looking at, so I will try and not mention it too much.
Product Specs
* 2.16GHz Intel Core 2 Duo
* 250GB Hard-drive
* 1GB RAM
* 24” built in TFT monitor
* DVD RW /-
* NVIDIA GeForce 7300
The model I am looking at is the 24” Apple iMac. The screen itself is huge and is praised for its clarity and brightness. It is well suited for viewing pictures or films, and also if using graphic design programs – this is where the iMac really shines. Now powered by the Intel Core 2 Duo, the iMac is a powerful beast and is capable of running resource hungry design programs without any problems.
The operating system for the latest iMac is Mac OS X Tiger and is popular as it is easy to use and functional. Soon Mac OS X Leopard will be released and will be fully optimised for the Intel Core 2 Duo so until that is released we still aren’t seeing everything this machine has to offer. You can also use Windows XP on it so those of you too scared to leave the comfortable confines of Microsoft’s operating system need not worry.
Like other models of iMac, the 24” has an in-built camera and a remote control so controlling your iTunes library is easy. These nice extras help confirm that the Apple iMac is not just for business use, it is also a home entertainment system as well.
Translation - Chinese Apple iMac 24"
全新的 iMac 相當時尚美觀。iMac 與 PC 的不同之處，在於其主機內建於螢幕中，因而不佔空間，其側邊更有酷勁十足的 DVD 光碟機載入口。 當然，我看中的不只是它討喜的外型，所以我會試著別在這一點過於著墨。
產品規格
24 吋 Apple iMac 正是我理想中的機型。 它不僅具有大型顯示器，而且畫質清晰明亮，十分令人讚賞。 相當適合用來欣賞相片或影片，同時也是使用圖形設計程式的首選 – 這正是 iMac 與眾不同的地方。 現在以 Intel Core 2 Duo 作為動力核心的 iMac ，宛如猛虎出閘，並能一絲不苟地執行資源消耗量龐大的設計程式。
最新的 iMac 作業系統為 Mac OS X Tiger，以其便於上手且具功能性而廣受好評。 Mac OS X Leopard 不久即將問世，並會將 Intel Core 2 Duo 的效能發揮到極致，所以在
Leopard 上市後，我們便能一睹 iMac 將其性能發揮得淋漓盡致。 對於用慣 Microsoft 作業系統而對其他系統心生畏懼的人無須擔心，您現在也可以在 iMac 上使用 Windows XP。
如同 iMac 的其他機型，24 吋機型具有內建攝影機，以及讓您輕鬆操控 iTunes 資料庫的遙控器。 這些優越的附加功能更加證明 Apple iMac 不只適合商務用途，它同時也是一台家用娛樂系統。
English to Chinese: Business Models to Enable Monetisation Across the Ecosystem General field: Marketing Detailed field: Telecom(munications)
Source text - English - WAC Announces Company Formation, Leadership, Board and Business Models; Agrees to Join Forces with Joint Innovation Lab (JIL)
The Wholesale Applications Community (WAC), an alliance of telecommunications companies committed to building an open applications
platform, today announced its formation as a corporate entity, as well as the organisation's leadership and board of directors. The company also announced that it will join forces with the Joint Innovation Lab (JIL), accelerating the commercial launch of WAC-enabled application stores. The transaction is expected to be completed in September 2010. Finally, WAC outlined the business models and technology evolution path that will enable developers,
operators and other commercial organisations to monetise applications and services.
"Today the Wholesale Applications Community comes into being as an established company, and this is a hugely exciting time for everyone involved
in the organisation," commented CEO LAST NAME. "Our goal is to create a wholesale applications ecosystem that will establish a simple route to market for developers to deliver the latest innovative applications and services to the widest possible base of customers around the world. We're focused on establishing WAC as the first choice for brands and developers in the mobile
ecosystem, ultimately delivering greater choice and value for the end user, the consumer."
The company announced that Michel Combes, Vodafone Chief Executive Europe has been elected Chairman of the Wholesale Applications Community, and Jean-Philippe Vanot, Deputy CEO, France Telecom has been named as Vice
Chairman.
In addition to Combes and Vanot, the WAC board of directors includes:
- John Donovan, CTO, AT&T
- Li Zhengmao, VP, China Mobile
- Olivier Baujard, CTO Deutsche Telekom
- Alex Sinclair, Chief Strategy and Technology Officer, GSMA
- Dr Hyun-Myung PYO, President of Mobile Business Group, KT Corporation
- Dr Kiyohito Nagata, SVP, NTT DOCOMO
- Sung Min Ha, President Mobile Network Operation Business Unit, SK
Telecom
- Napoleon Nazareno, President and CEO, Smart Communications
- Tetsuzo Matsumoto, Senior Executive Vice President, SOFTBANK MOBILE
Corp.
- Marco Patuano, Head of Domestic Market Operations, Telecom Italia
- Vivek Dev, Group Director of Global New Services, Telef?nica
- Dr. Hannes Ametsreiter, CEO, Telekom Austria
- Morten-Karlsen Sorby, EVP and Head of Corporate Development, Telenor
Business Models to Enable Monetisation Across the Ecosystem
At launch, WAC will allow operators to distribute applications through their respective application storefronts and charge users through their existing phone bill. In this model, developers will set the application price and will receive a revenue share for the transaction. The revenue share will be defined on an operator-by-operator basis. This will ensure that revenue shares will be competitive in today's application market. WAC is a
not-for-profit organisation and will receive a small transaction fee for each application to cover its operating costs.
In the future, WAC will offer business models that enable additional purchases from within an application; leverage network capabilities, such as
location, to enhance an application; and facilitate the serving of advertisements to end users.
English to Chinese: Zebra General field: Tech/Engineering Detailed field: Computers: Hardware
Source text - English Media
Designing Your Own Media Dispensing System
Properly dispensing the media to the printer is critical to the operation of the printer and quality print.
The media, roll or fan-fold, needs to flow smooth and free with minimal drag or binding.
Ideally it should have a clean and cool location for dispensing and storing media.
Loading or dispensing media to the printer should not have interference or access restrictions with the kiosk enclosure or internal components.
The media entering the printer should be aligned to the center of the printer.
Use a media guide appropriate to the width of the desired media (see ).
The printer and roll media should be level to prevent drag on the side of the roll and damage to the receipt edges.
This can cause jams and printer stalls in the worst case conditions.
The media should never touch or rest on cabling, kiosk walls and components, exhaust fans (dust and heat), heat sinks, etc.
The media should be easy to reach and see inside the kiosk.
Do not force the operator to bend or extend their arms too far into the kiosk to load media or service the printer.
Optional Media Storage — Media stored in the kiosk should have a dark cool area separate from the rest of the kiosk enclosure that can be closed off from the heat of the kiosk components, moisture, and cleaning chemical vapors used near the kiosk.
Designing a Roll Support
The design elements needed for a good media roll support are:
Simple design with no loose parts that can get misplaced, installed incorrectly, or require special techniques that can, when done incorrectly or carelessly, have the operator drop the media in the kiosk.
Minimal drag.
Do not use wires, cables or bars as a roll holder - all of these cause the roll to stop and start and rock back and forth.
Narrow radius roll supports case these behaviors to a lesser extent.
Some media vendors use roll cores made of fiberboard that can have seams.
The Roll Support accessory () minimizes the media contact area (only makes contact with the outside edges) and a large enough radius to smooth over seams.
The larger the roll (more mass), the greater the effect it has on drag (see ).
Leave plenty of access room to load media when designing the area for your roll support.
Leave additional clearance for the roll swinging on the support and hands that hold the media to load it.
Designing Media Guides
The media guides need to have a minimum radius of 10 mm. The surface should be smooth and not touch the edges of the media (causes drag or edge damage).
The media should only touch radius surface and not the edge of the radius for all roll sizes that may be used (full or nearly empty).
See the and the side views to illustrate roll size and contact with a media guide.
Designing for Fan-Fold Media
Fan-fold media creates unique challenges.
It has square edges that can get caught and the stack can fall into other components and cabling.
Make a tray to hold the fan-fold media unless it is being pulled straight up.
Always test and observe with the actual media.
Fan-fold media can un-fold erratically and act differently at the beginning and end of the stack.
Design a tray a little higher than the height of a full stack of media.
Fan-fold media tray should keep the media stacked and never allow the media to be pulled into the kiosk.
When using a media guide, the guide should ideally be twice the distance of the length of the media stack away from the media guide and aligned to the center of the stack.
This allows the media to completely unfold and minimizes the chances of having it bind in other components or printing multiple receipt or tickets.
Media Mounting Considerations
The printer uses direct thermal media which is chemically treated to react to heat.
The printer has several basic requirements for dispensing the media to the printer from a roll or fan-fold media which include:
Align Printer with Media - The center line of the media roll or fan-fold stack should align with the center of the printer to provide the best image quality and keep the media un-damaged.
A media guide is a required accessory for printing (see ).
Media Only Contacts Media Mounting and Printer in Kiosk - The media should not touch cables, other kiosk components, or surfaces other than media guides or the fan-fold media tray.
Refer to for clearance requirements.
Do Not Blow Air on Media - Air should be pulled out of the media area of the kiosk to keep dust (shortens printhead life and affects print quality), aerosol born chemicals (such as cleaning solutions like ammonia) and exhaust heat from other kiosk components and power supplies.
Direct Sunlight, Incandescent or Infrared Lighting or Heat Sources - These light sources can come from kiosk vents and other kiosk components.
Incandescent light bulbs and heat sinks are examples of heat sources that shouldn’t be near the printer, media or media storage areas.
Media Dispensing Must Be Smooth and Easy - Roll media must be able to turn with little or no drag, and allow the printer to smoothly pull media without jerking and stopping.
Larger, heavier media rolls are more susceptible to these issues (see ).
Minimize roll to roll holder contact and avoid sharp contact surfaces.
Fan-fold media must have sufficient room to unfold and not bind on media guide surfaces or at the perforations or sides.
The printer can produce a distorted print (e.g. compressed print, short receipts, etc.), motor stalls, and jamming if media dispensing to the printer if the media transition is not smooth and easy for the printer.
Media Supply Method
The printer supports two media supply types:
outside wound roll mount; and stacked fan-fold media.
The media printing surface faces up towards the ‘top’ of the printer and away from the body of the printer.
Printing
Surface
Printing
Surface
Media Input Aperture
The printer has a wide aperture to support a range of media mounting locations.
The media can enter the printer directly or indirectly with the addition of custom media guides or printer roll mounting accessory kits.
Media In
Minimum Clearance Area for Printer Power and Cabling
The direct media input (or angle of contact with media guides - not shown here) will change as the media is being consumed.
Minimum Clearance Area for Printer Power and Cabling
Minimum Clearance Area for Printer Power and Cabling
This area should have a continuous physical barrier separating the media and folds from binding in the cabling, printer body, kiosk chassis seams, etc.
Media Guide
The media guide is a required accessory and must be installed for the printer to work properly.
The media guide is available in four widths as shown below:
Width (mm)
Part Number
Width (mm)
Part Number
58
09170-058-3
80
09170-080-3
60
09170-060-3
82.5
09170-082-3
A printer demo kit (Part No. P1021954) is available for the printer that includes all four media guides plus other accessories to complete your installation and operate the printer.
Installing the Media Guide
A calibration routine is required after installing the appropriate media guide.
See for details.
The printhead becomes hot while printing.
To protect from damaging the printhead and risk of personal injury, avoid touching the printhead.
Use only the cleaning pen to perform maintenance.
Always disable printer power by un-plugging the printer from the kiosk power supply or turning off the printer and/or kiosk power.
Remove the screw securing the media guide.
Open the printhead.
Insert the media guide under the printhead.
Insert the T-shaped tab of the media guide into the “T”-slot, slide it forward, and fasten the screw.
Close the printhead.
Media Guide Calibration
When the media guide is changed, the printer will signal media present even when none is.
You must instruct the printer to detect the sensor it should use again.
This is accomplished with the two flash function ().
This process must be done without media in the printer.
If the process is attempted with media in the printer a "Media guide detection error" occurs.
Upon successful detection of the guide, guide settings are stored, and a "Media guide detection success" message occurs.
Determining Thermal Media Types
The printer uses direct thermal media.
Direct thermal media has a chemically treated print surface that uses heat to expose or darken the area where heat is applied.
Thermal transfer media or ordinary un-treated paper requires ribbon or ink for printing while direct thermal media does not.
To determine what type of media is being used and print surface of the media, perform a media scratch test.
Scratch the print surface of the media with a finger nail or pen cap.
Press firmly and quickly while dragging it across the media surface.
Direct thermal media is chemically treated to print (expose) when heat is applied.
This test method uses friction heat to expose the media.
Did a black mark appear on the media?
If a black mark...
Then the media is...
Does not appear on the media
Thermal transfer.
A ribbon or ink is required and is not support for use by the .
Appears on the outside of the media.
Direct thermal.
No ribbon or ink are required.
Black Mark Media Requirements
The printer is optimized to detect black marks printed with IR sensitive ink and ignore pre-print in IR blind ink.
For 80 and 82.5mm media, the black marks will be centered 30mm to the right of the paper center when viewing the imaged side of the receipt and print direction is downward; for 58 and 60mm media, the black marks will be centered 22mm to the left of the paper when viewing the imaged side of the receipt and the print direction is downward.
The printer will support media with black mark thickness in printing direction of 2.5 – 9.0mm, and a width of 5.0 – 10.0mm when the black mark is centered on the sensor.
In the figure below, the “No Print Zone” is the area on the backside of the media where no marks (other than the black marks for sensing) should be printed.
For media that has both perforations and black marks, perforations should be positioned in the middle of the black mark.
By default, the printer will cut the media in the middle of the black mark.
Feed Direction
Cut Line
Feed Direction
Feed Direction
Cut Line
No Print Zone
58 and 60mm
Media Width
80 and 82.5mm Media Width
Example shown from printed side.
Black marks shown are on opposite side.
Dimension
58 and 60mm Width
80 and 82.5 Width
22 mm
30mm
2.5mm – 9.0mm
2.5mm – 9.0mm
5.0mm – 10.0mm
5.0mm – 10.0mm
92mm – 600mm
92mm – 600mm
Preparing a Media Roll for Use
Turn the new media roll as shown below.
Paper Roll Orientation
Tear off a full turn of the media from the roll.
This is important since the outer end of the paper is usually fixed to the roll with some type of glue or self-adhesive substance that might otherwise cause paper jam or even print head damage.
Tear Off a Full Turn from the New Paper Roll
The loading process works best with the cut as a square, straight edge.
Cut the paper in a suitable angle.
If the media is not cut square and the operator does not have the ability to cut or tear a straight edge, then the printer can fail to load the media or even cause a media jam.
The media should not make contact with the platen roller before the sensor detects the media.
The distance between the platen roller and media sensor is approximately 10 mm (0.39 inches).
Auto Loads
Narrow Media Auto Loads
Fails Auto Load
Media Contact Leads
Media Sensing
Wide Media Auto Loads
Auto Loads
The wide media sensor (88 and 82.5 mm) and printer's power connector are both located on the right side of the printer when looking into the printer from the rear.
The media sensor for narrow media (58 and 60 mm) is located on the left side when looking into the media input slot from the rear of the printer.
Loading Media
Automated Media Loading
The printer is designed to detect media when it is inserted into the empty media input slot at the rear of the printer.
The printer begins turning the platen (drive) roller when the leading edge of the media passes over the media sensor.
The printer will then feed, cut, and eject a blank receipt and then go to a ready state (solid green status indicator).
Media Loading Sequence
Sequence Number
Action
Paper is inserted into printer.
Feed rollers move media to presenter
Media is cut.
Cut media is moved through presenter and ejected.
Press and release the feed button several times to feed, cut, and present in order to verify media is loaded properly.
Manual Media Loading
Manual media loading is intended for maintenance operations, such as printhead cleaning and removing media jams.
Please use the automated media loading procedure () to load media for normal operations.
Open the printhead by pushing green printhead push-bar back towards the rear of the printer and lift up the printhead.
Insert the media through the rear of the printer and under the open printhead.
Pull the media just past the cutter and platen (drive) roller.
Close the printhead.
Push down on the push-bar to securely latch the printhead closed.
The printer will then feed, cut, and eject a blank receipt and then go to a ready state (solid green status indicator).
Clearing Paper Jams
Should a paper jam occur, follow the procedure below:
Clearing the printhead:
The printhead becomes hot while printing.
To protect from damaging the printhead and risk of personal injury, avoid touching the printhead.
Always disable printer power by un-plugging the printer from the kiosk power supply or turning off the printer and/or kiosk power.
Carefully cut the media at the rear of the printer.
Open the printhead (see ).
Remove and discard the damaged media.
Close the printhead and reload the media using the Automated Media Loading method ().
Clearing the Presenter:
Open the presenter (see ).
Remove and discard the damaged media.
Printing a Test Receipt
Before you connect the printer to your computer, make sure that the printer is in proper working order.
You can do this by printing a test receipt.
Make sure the media is properly loaded and ready with the printhead closed.
Then, turn the printer power on if you have not already done so.
Press the feed button to feed, cut, and present media.
Repeat two to three times to allow the printer to properly calibrate the printer for the installed media.
The printer may feed several extra receipts during this process if media calibration needs to be adjusted (this is an automatic printer feature).
When the status light is solid green, press and hold the feed button until the status light flashes once.
Release the feed button.
A printer self test will print.
English to Chinese: Investment Outlook for Q4 2008 General field: Bus/Financial Detailed field: Investment / Securities
Source text - English Investment Outlook for Q4 2008
Overall pessimism and weakening global growth in Q4 will lead the market back to its basics. In this edition, we take a look at why more transparent and value-based investment strategies will take the place of exotic instruments, and what 2009 will bring for investors.
Bond Report
Bonds rallied yesterday with 10y-Treasuries plunging to their lowest levels in years. At the same time, the TED spread reached another new high of 356 basis points, while the VIX shot up to levels last seen shortly after Lehman filed for bankruptcy protection. We expect the market to remain extremely risk-averse and the flight to quality to continue.
Top 45
Our Top 45 list consists of making specific stock recommendations for investors in the Global Equity Markets. Our top 15 picks consists of a European top 15, US top 15 and an Asian top 15. In Q2 2008, the Asian Top 15 stocks showed the best performance, whilst the European stocks were the weakest performers. However, this was more than compensated by a very strong absolute and relative performance for the Asian top-picks.
UK: Rate Cuts
As widely expected, the BoE cut its repo rate another 50bps today, taking it to a record low 1.50%. In its rather terse statement, the bank noted that output is likely to keep falling sharply in the first half of this year, but also cited a "substantial" decline in the GBP as helping to offset the impact of a slower global economy. There was no obvious commitment to cut again at the February 5 MPC meeting, which probably explains the small bounce in sterling this morning.
Technical Analysis
Gold's weekly chart is improving, and if Gold manages to break the downtrend (i.e. magenta line) things will begin to look very bright again over the next few months. The technical conditions are well positioned for a further move higher as indicated by the RSI and MACD, and if this rise materializes we can expect Gold to take on the highs made in 2008 perhaps far quicker than everyone expects. The important level to watch is the support at $850. This support has to hold in order to keep the positive outlook alive.
English to Chinese: IT: Hardware and Software General field: Other Detailed field: IT (Information Technology)
Source text - English 下載原始附件
Severe system performance problems occur on a Windows Vista-based computer after you install HP printer software, version 11.
Describes a problem that is caused by the HP Customer Participation Program plug-in that is loaded by HP Digital Imaging Monitor.
The English version of this update has the file attributes (or later file attributes) that are listed in the following table.
The dates and times for these files are listed in Coordinated Universal Time (UTC).
To find the difference between UTC and local time, use the Time Zone tab in the Date and Time item in Control Panel.
The files that apply to a specific product, milestone (RTM, SPn), and service branch (LDR, GDR) can be identified by examining the file version numbers as shown in the following table.
The .manifest files and the .mum files that are installed in each environment are listed separately in the "Additional file information for Windows Server 2008 and for Windows Vista" section.
These files and their associated .cat (security catalog) files are critical to maintaining the state of the updated component.
The .cat files are signed with a Microsoft digital signature.
The attributes of these security files are not listed.
If this hotfix is not posted for public download (meaning a public URL for this hotfix is not provided in this article), distribution requires technical lead, escalation team member, or manager approval and the following information applies:
To receive the hotfix, customers must be experiencing the bug that is mentioned in the "Symptoms" section.
You must track the customers you send this to and supply them with the next service pack when it becomes available (if a service pack is released).
Microsoft provides third-party contact information to help you find technical support.
This contact information may change without notice.
Microsoft does not guarantee the accuracy of this third-party contact information.
For more information about software update terminology, click the following article number to view the article in the Microsoft Knowledge Base:
The third-party products that this article discusses are manufactured by companies that are independent of Microsoft.
Microsoft makes no warranty, implied or otherwise, about the performance or reliability of these products.
Windows Vista Service Pack 1 (SP1) is the newest version of Windows Vista that contains all the updates that Microsoft has released this past year. None of these updates add any features that might require you to learn something new. Windows Vista SP1 simply makes your computer more reliable, makes your computer run more smoothly, and makes your computing experience more enjoyable. And it does all this at no charge.
The installation might take an hour or more. Therefore, if you are installing Windows Vista SP1 on a laptop, make sure that you plug in the power cord.
During the installation, your computer will restart several times. Therefore, save your work, and close all open programs before you begin.
After the installation, occasionally a sound device or some other hardware device may no longer work. If this occurs, just install an updated driver for the device.
If you have problems installing Windows Vista SP1, we are here to help, free of charge, by e-mail, Web chat, or telephone. We provide free support that covers any issue that you might have with installing Windows Vista SP1.This free support is available until March 18, 2009.
This article is linked from the Welcome dialog for Vista SP1 Setup from Windows Update. This in-product link uses a hard coded URL of http://support.microsoft.com/kb/936330 .The link text is "What you should know before installing Service Pack 1".Additionally, this same link is used in Windows Update History for "Help and Support" for SP1, and on the Microsoft Download Center pages for the standalone SP1 install packages.
For home users, no-charge support is available by calling 1-866-PCSAFETY in the United States and Canada or by contacting your local Microsoft subsidiary.
Translation - Chinese 在您安裝 HP 印表機軟體第 11 版之後，Windows Vista 型電腦的系統效能發生嚴重錯誤。
說明由「HP客戶參與方案」(HP Customer Participation Program)外掛程式所造成的問題，該程式由「HP Digital Imaging Monitor」載入。
此次英文版更新具有下列表格中所列的檔案屬性 (或更新)。
這些檔案的日期與時間是以「協調世界時」(Coordinated Universal Time, UTC) 表示。
如欲查看 UTC 與當地時間的差異，請使用 [控制台] 中 [日期和時間]項目的 [時區] 索引標籤。
套用至特定產品、里程碑 (RTM、SPn) 及服務分支 (LDR、GDR) 的檔案，可透過檢視下列表格中所顯示的檔案版本號碼來確認。
每個環境所安裝的 .manifest 檔案及 .mum 檔案均會分別列在＜Windows Server 2008 R2 的其他檔案資訊＞一節中。
這些檔案及其相關聯的 .cat (安全性目錄) 檔案對維護更新元件的狀態不可或缺。
.cat 檔案是以 Microsoft 數位簽章簽署。
這些安全性檔案的屬性不予列出。
如果此Hotfix 並未發表供公開下載 (指本文並未提供此 Hotfix 的公用 URL)，發佈此Hotfix需經技術長、升級小組成員或經理同意，並適用下列資訊：
客戶若要接收此 Hotfix，必須經歷＜徵狀＞一節中所提及的錯誤 (Bug)。
您必須追蹤所傳送的客戶，並在下一個 Service Pack可用時加以提供 (如果已發行 Service Pack) 。
Microsoft 提供協力廠商連絡資訊，以協助您尋找技術支援。
此連絡資訊如有變更，恕不另行通知。
Microsoft 不保證此協力廠商連絡資訊的正確性。
如需取得更多軟體更新術語的相關資訊，請按一下以下文章編號，以檢視「Microsoft 知識庫」中的文章：
在本文所討論的協力廠商產品是由 Microsoft 以外的公司所製造。
Microsoft 不保證、暗示或其他有關這些產品的效能或可靠性。
Windows Vista Service Pack 1 (SP1) 是 Windows Vista 的最新版本，其中包含 Microsoft 過去這一年發行的所有更新程式。這些更新程式不會新增任何您需要學習的新功能。Windows Vista SP1 只是讓您的電腦更加穩定、執行得更順暢，並使您更能享受電腦運算體驗的樂趣，而這些功能全部都無須付費。
安裝作業可能需要花費一個小時或更久的時間。因此，如果您是在筆記型電腦上安裝 Windows Vista SP1，請確定插上電源線。
安裝期間，您的電腦會重新啟動數次。因此，請儲存您的工作，並關閉所有開啟程式，再開始安裝。
安裝完成後，偶爾可能會有音效裝置或其他硬體裝置無法使用的情形。如果發生此情形，只需安裝該裝置的更新驅動程式。
如果您安裝 Windows Vista SP1 出現問題，您可透過電子郵件、網路聊天或電話與我們聯絡，我們將免費為您服務。我們提供的免費支援，服務範圍涵蓋安裝 Windows Vista SP1 時可能會遇到的任何問題。此項免費支援服務到 2009 年 3 月 18 日為止。
本文連結自Windows Update 中 Vista SP1 安裝程式的 [歡迎使用] 對話方塊。此項產品內連結使用硬式編碼的 URL：http://support.microsoft.com/kb/936330。連結文字為「安裝 Service Pack 1 前須知」。此外，SP1 中「說明及支援」的「Windows 更新記錄」，以及「Microsoft 下載中心」頁面的SP1 獨立安裝套件都可找到相同的連結。
針對家庭使用者的免費支援服務，美加地區請撥 1-866-PCSAFETY，或請連絡當地的 Microsoft 分公司。
English to Chinese: UBS 2010 Q2 News Release General field: Bus/Financial Detailed field: Finance (general)
Source text - English Second quarter 2010 net profit of CHF 2,005 million
UBS reports a second quarter net profit attributable to UBS shareholders of CHF 2,005 million compared with CHF 2,202 million in first quarter 2010.
Wealth Management & Swiss Bank's pre-tax profit of CHF 1,131 million in the second quarter was broadly stable compared with CHF 1,161 million in the first quarter. Wealth Management's pre-tax profit of CHF 658 million was 5% lower than in the first quarter, reflecting broadly stable revenues and slightly higher operating expenses. The gross margin increased to 95 basis points per annum, up 2 basis points from the first quarter. The invested asset base declined 2% quarter-on-quarter in average terms, mostly reflecting the effects of lower market values. Expenses increased 2%, partly due to the UK Bank Payroll Tax as well as the full effect of annual salary increases. Retail & Corporate's pre-tax result was CHF 473 million, up 2% on the first quarter. Increased credit-related fee income more than offset lower brokerage and sales commissions. Costs continued to be tightly managed and the cost / income ratio for Retail & Corporate remained stable at 52.1%.
Wealth Management Americas recorded a pre-tax loss of CHF 67 million compared with a pre-tax profit of CHF 15 million in the first quarter. However, excluding restructuring charges of CHF 146 million principally related to a rationalization of the property portfolio, the pre-tax profit improved to CHF 79 million compared with CHF 36 million in the first quarter, primarily due to higher fee income and transactional revenues.
Global Asset Management's pre-tax profit was CHF 117 million in the second quarter compared with CHF 137 million in the first quarter. Revenues were stable with higher management fees offsetting declining performance fees in a volatile market. Costs increased 5%, in part due to higher charges from the amortization of compensation awards related to the prior year.
The Investment Bank recorded a pre-tax profit of CHF 1,314 million compared with CHF 1,190 million in the first quarter. Equities revenues were up 9% compared with the first quarter at CHF 1,365 million, demonstrating the strength of our largest flow business in unstable markets. Revenues in the fixed income, currencies and commodities trading business declined to CHF 1,703 million due to defensive positioning of the books in the quarter and lower client activity, with declines in credit and emerging markets offsetting gains in our foreign exchange business, which benefited from higher market volatility and stronger client flows. Revenues for the investment banking department decreased to CHF 478 million in the context of a contraction of the global investment banking fee pool compared with the first quarter. The Investment Bank’s revenues include a CHF 595 million own credit gain on financial liabilities designated at fair value. Costs were CHF 2,788 million, up 3% on the previous quarter, but included a CHF 228 million charge relating to the UK Bank Payroll Tax. Excluding this tax, costs fell on reduced accruals for variable compensation.
Treasury activities and other corporate items generated a pre-tax profit of CHF 119 million in the second quarter compared with CHF 306 million in the first quarter.
Net profit attributable to minority interests of CHF 298 million includes the recognition of a dividend obligation for preferred securities in second quarter 2010, compared with CHF 6 million in first quarter 2010.
Second quarter 2010 results include a tax charge of CHF 311 million compared with CHF 603 million in the previous quarter
English to Chinese: On Eletronic Espionage General field: Tech/Engineering Detailed field: Computers: Systems, Networks
Source text - English Others say it's hard to determine how widespread this type of activity is because the attacks are so difficult to identify and track.
"While we know it's a serious problem, the secrecy of these kinds of attacks makes it impossible to know how common they are," says Paul Kocher, the chief scientist at Cryptography Research, a security consultancy.
Spying organizations consider any effort that gets detected by the victim to be a massive failure, so the only information available relates to attacks that failed, Kocher says.
Translation - Chinese 貴公司的資料是否受到國外的反間諜程式加以監視，以尋找它們可加以利用、任何在競爭上的優缺點？這聽來或許不太可能，但此類電子間諜活動卻是確實存在。這是種隱而未顯的安全性威脅，比您可能認識的更為常見。
作為一位 IT 或安全主管人員，確定您的組織是否遭受經由此種看似神不知鬼不覺的威脅攻擊 -- 並採取適當的技術與程序保障措施 -- 應是您的當務之急。
輕忽此類問題的代價實在太高。
「儘管我們知道這是個嚴重的問題，但對這些攻擊秘而不宣的作法，則致使我們無法得知其普及性，」提供安全諮詢服務的密碼系統研究公司 (Cryptography Research) 首席科學家 Paul Kocher 說。
間諜組織認為任何的努力，只要有絲毫受到偵測，便算是極大的敗筆，所以唯一可用的資訊與攻擊失敗有關，Kocher 說。
English to Chinese: MERCK INSOMNIA General field: Medical Detailed field: Medical (general)
Source text - English MERCK INSOMNIA:
PROTOCOLS MK-4305-028 AND -029
PATIENT RECRUITMENT MATERIALS
REGULATORY SUBMISSION PACKET
VERSION 1:
7 JULY 2010
Packet Summary
This packet contains patient materials for Merck & Co. protocol 009-01:
“A Phase III, Multicentre, Randomised, Double-Blind, Placebo-Controlled, Parallel-Group, Long-Term Safety Study of MK-4305 in Patients with Primary Insomnia.”
Patient Materials
This packet contains the following patient materials:
Study Identity
Print Advertisement (general audience)
Print Advertisement (senior audience)
The Insomnia Study is conducting a research study to evaluate an investigational drug designed to work differently than available treatments.
If you experience episodes of insomnia or are dissatisfied with your current insomnia treatment, you may be eligible to participate.
There are risks associated with any investigational drug.
The study doctor will discuss with you the potential benefits and risks that may be associated with participation in this clinical research study.
English to Chinese: "Verdonia" General field: Other Detailed field: Gaming/Video-games/E-sports
Source text - English There is no way you can house all of them.Would you like to ask your allies for help to house them?
Thanks to you, a group of peasants now has a place they can call home!
Thank you for your help, but all of the peasants have already found a home.
Select Troops
Load Vacancy
Estimated time based on the above settings
One-way trip
Camp Time
Quest
Quest Type
Advanced View
Basic View
Hero
Hours
Min
Max
Max All
Total Deployment Capacity
Apply Max Capacity Item
Resources (optional)
Requirements
Start Mission
Destination
Clear
Favorites
Target
Go
Ok
Reset
Maximum Population Exceeds
Idle Population
Glory Exceeds
Glory
Idle Pop
Add new buildings and get status of buildings currently being built.
Aurora's Aid
Crownroot's Aid
Dirten's Aid
Bittr's Aid
You have a new Ally!
Click one of the gifts to select it
Do you have more Pending Requests?
Both Allies can receive a gift to celebrate!
Add Ally!
Visit
Medals can be used for Advancement and for rewarding your Heroes.
Advancement:
Collecting enough medals will allow you to increase your Title in the Advancement section of Quests.
Higher Titles allow you to own more Towns.
Rewarding Heroes:
View your Heroes in your Great Hall.
Click to see their details, and then use the 'Reward' button to choose what to award them.
Shout allows you to post messages in the Global Chat.
Each time you type send a message, one Shout is automatically used up.
Once you join a Guild, you can chat with Guild Members for free.
Relocate your Kingdom to a random location?
Dimension Door allows you to relocate your entire kingdom to a random location in the vicinity of a specified destination.
This item can only be used after having joined the battle against other players.
Construction, Research, Troop Recruiting, and Fortification efforts can all have their times reduced with Speedup items.
Click on the green button next to the progress bar for the action that you would like to speed up.
A Tavern is required before being able to attract Heroes using Pangola's Horn.
Please build a Tavern first.
A Great Hall is required before being able to summon Heroes using Pangola's Minion, Pangola's Envoy, or Pangola's Avatar.
Please build a Great Hall first.
You have received
Gold is required for research and trading at the market.
Gold is earned with taxes.
You can get more gifts by sending some to your friends!
There are currently no limited edition items available.
Check back again sometime!
Please build a March Site in your Town so your armies can March.
March Site Required
A Bonus!
This bonus is no longer available.
You can only claim each bonus once, or you cannot claim your own bonuses.
Don't forget to claim your other bonuses before they expire!
{Ally_Name} has shared a bonus with you!
Rounds Fought
Fields
Title of
Kingdom
World
Items
Mail
Shop
Stats
Gifts
Quests
You Own:
Capacity Limit:
Tax Income:
Hero Salaries:
Troops Upkeep:
Production
Income
Turn Music On
Turn Music Off
Turn Sound Off
Turn Sound On
Turn Levels Off
Turn Levels On
Add a Town
Add Allies!
Send Gifts
Allies
Dashboard
Construction
Fortifications
Research
Military
Kingdom Size
View Town Summary
Expand your Kingdom!
Your Kingdom is at the maximum size
Current:
Idle:
Trend:
Increasing
Decreasing
Stable
Attack:
Defense:
Building is at its maximum level.
Available Resources
Heroes
Wall
Kingdom
Troops
Global
Guild
Current City
Send
View All
Click here to send gifts
Add Allies to grow your Kingdom!
Buy & Apply
Buy More Coins
Coins:
Ask allies for help through Gift Requests
Buy Resources
Overview
Activity
Welcome to the Magical Cards of Fate!
I am Madame Eva, the traveling fortune teller.
In exchange for a Gem of Wonder, I will read your future and the cards will reveal a valuable item for you to claim!
Welcome back to Verdonia!
You have been awarded a Gem of Wonder as your daily gift!
Give it to Madame Eva for a prize.
In addition, you have been awarded a
Do you want to send {name} this special gift?
Upgrade
Upgrade ({COINS} coins)
Coordinates
Abandon
You cannot abandon the town you are currently in.
Prerequisite
Required
You Own
Time to complete:
{TIME}
Town Information
Location:
Name:
Picture:
High taxes can reduce your population
Population:
Build Town
Save Town
Maximum amount of each troop type that will retreat when you are attacked:
Save Changes
No Troops
Auto Fill
Up to {TROOPS}
Troop Type
Wounded
Cost (Gold)
Heal
You have {GOLD} Gold.
Heal All
Maximum Capacity:
{MAX_SPACE} Units
Used:
{SPACE_USED} Units
Remaining:
{REMAINING} Units
Enter Guild
Allow allies to garrison troops
Refresh
Lord
Departure Time
Reinforcement Details
Join the Battle
Yes!
Give me my Battle Pack!
No! I want to wait
Are you ready to join other players in battle?
Clicking 'Yes' will put your Kingdom on the World Map and will allow you to attack other players and be attacked.
We will give you a Battle Pack to help you along.
n n
Until dismissed
Amount
Limit
Percentage
Capacity
Stored
Not Stored
A Hero has joined!
Attract New Heroes
Hire Fee
Actions
Guild functionality coming soon...
Details
Open gate when attacked
Scout
March
Exercise
Select Mayor
Summon Heroes
View
Hero Details
Let Me Battle
Ready To Upgrade?
This upgrade option costs {COINS} coins.
Do you want to make this purchase?
Would you like to purchase more coins?
(Tip: You can also upgrade by inviting more friends!)
Okay
Skip
Level:
Salary:
Loyalty:
Destination required
Your mission requires a destination.
If no Favorites are available in the Destination menu, add one by adding a Kingdom as a Favorite from the World map.
Hero required
Attacking requires a Hero.
Please select a hero from the Heroes dropdown.
Heroes are recruited in your town's Tavern, and reside in your town's Great Hall.
More troops needed
You must select some troops to march.
Scouts cannot attack by themselves.
You must add more troops to start this attack.
Capacity overload
You cannot march more than {TOTAL} troops.
You can increase the size of your marches by upgrading your March Site.
This mission will take {HOURS} hours, {MINUTES} minutes, and {SECONDS} seconds to complete.
This mission will take {MINUTES} minutes, and {SECONDS} seconds to complete.
This mission will take {SECONDS} seconds to complete.
Confirm Mission
Share
Level {LEVEL}
Speed Up
Training {TROOPS}
{TYPE} L.{LEVEL}
Marching in Progress
Glory
Members
Create Guild
Invite
Review Apps
Resign
Quit
Delete Guild
Introduction:
Change Introduction
Guild Notes
Change Notes
Friendly
Neutral
Hostile
Change Relationship with
Change Relationship
Member
Position
Title
Towns
Last Online
Join Guild
Your Chancery is at a high enough Level for you to create a Guild.
You must have a Level 2 Chancery in order to create a Guild.
Applications you have sent to Guilds
Invitations you have received from Guilds
Glory:
Host:
Founder:
Members:
Apply For Membership
Position:
Title:
Towns:
Change Position
Expel
Appoint As Host
Guild Name:
Guild Notes:
Creating a Guild costs 10,000 gold.
Create
Name
Approve
Level
Return
Recall Troops
You currently have a building under construction.
If you would like to start something new, either cancel the current action or use a speed up item.
Building in Progress
From:
Arrival Time:
Departure Time:
Troop
Lord:
You have successfully recruited a powerful Hero.
Do you want to let your friends know?
{USER} has helped with construction of your {BUILDING}.
{BLDG} is being constructed.
{BLDG} is scheduled for construction.
Hire More Helpers
Your construction queue is full.
For every 10 helpers you hire, there will be another space added to your queue.
Ask for Construction Help
Sorry your construction queue is full.
You could ask your friends to help your current building build faster.
Sorry your construction queue is full.
Are you sure you want to dismiss your hero?
Cofirm Hero Dismissal
Reward Hero
Persuade Hero
Rename
Experience:
You may only reward your Hero every 15 minutes.
Recall
Attributes:
Level Up
Redistribute
Caesar's Guidance
Antony's Degree
Achilles Blessing
Hercules Blessing
Travels of Odysseus
King's Might
How will you be known?
City:
Continue
It takes {gold} gold to persuade {hero} to join your city.
Your title must be {title} or higher.
Persuade
Recruit {HERO}
You need to have Great Hall to recruit the hero.
No space in Great Hall.
Upgrade your Great Hall for more space.
Recruitment Fee:
There is space available in the Great Hall to house a hero.
You do not have enough Gold to recruit {HERO_NAME}.
Award {gold} gold to increase loyalty by {loyalty}
Award items to increase attack, defense, or experience
Medal
Award medals to increases loyalty
Time Remaining
Reward with:
Reward
Current Mayor:
New Mayor:
Appoint
From
Reinforce
Build a beautiful medieval Town
Amass a powerful army
Conquer the world
Play the Game
Click to take a picture.
Press space to cancel.
Shout item required.
Buy now to chat!
Super user mode off!
n
Super user mode on!
n
Report Abuse
User reported
The user has been reported.
This chat log will be reviewed by the developers of Verdonia.
Violations of Verdonia or Facebook's Terms of Service will be dealt with accordingly.
Select a user to report.
Report User
Invite Players
World Stats
Who are you, my liege?
Add Friends
Reports
Compose
Tavern Required
You must build a tavern in your Town first!
Visit your Tavern to hire heroes
City
Army
Switch to Full-Screen Mode
Switch to Normal Windowed Mode
Player Info
You are currently visiting {ALLY}'s town.
Return Home
{TIME} remaining
Truce
n
Marching Speed Boost:
20%
n
Damage Reduction:
30%
n
Attack Boost:
15%
n
Defense Boost:
15%
n
Consumption Reduction:
15%
n
Production Boost:
30%
n
Tax Income Boost:
80%
n
Quantity:
FREE
You will receive a Scroll of Wondrous Edification for each friend who accepts an Ally request.
Time Remaining:
Get Coins
Dimension Doors
Medals
Shouts
Speed-ups
Hero Boosts
This item is used to boost your hero.
Go to your Great Hall and click on the details for a hero to use them.
Ultimate Destruction
To use Ultimate Destruction, click on a building and then select 'Downgrade'.
Then click 'Completely Demolish'.
Teleport
Scroll of Wondrous Edification
This item is used when you upgrade your Town Center and when you upgrade any building to Level 10.
It is sometimes awarded when your friends become your ally.
Troops Pack
Fortification Pack
Resource Pack
Pangola's Horn
Pangola's Heroes
Oops!
You need to have a Rally Spot to use this item.
Coins:
Send Gifts to your Friends!
Use
Available for:
Amount:
Wood
Update
More Options
Click to Expand Your Kingdom!
Your Kingdom is at the maximum size
Current Kingdom Size:
{CURRENT_SIZE} x {CURRENT_SIZE} miles
n n
Next Size:
{NEXT_SIZE} x {NEXT_SIZE} miles
n
Pay with Gold
Prerequisites:
Minimum combined Town Center Levels equal to {LVL_REQUIRED}
You currently have {_currentLvl}.
Pay {_goldRequired} Gold
Pay with Coins
None
Pay {_coinsRequired} Coins
Buy Coins
Expand Now!
{DISTANCE} Miles
Increases {RESOURCE} production by {MULTIPLIER} / hour
Build a Town
Owner:
Production:
Distance:
Attack
Visit Town
Store Pack
Defense
Item
Unknown Error
Recipient, subject, and body must not be empty.
Subject
Select All
Mark as Read
Delete
More >>
To:
Subject:
Time:
Reply
Sent
To
Mail will be automatically deleted after 10 days.
X
Y
Land
Guild:
Status:
Send Message
Add to Favorites
To join the battle, you must first build a Chancery in your Kingdom.
Loading...
Empty Land
Confirm
Attackers Won.
Defenders Won.
Fight lasted {ROUNDS} rounds
Attacker
Number
Dead
Defender
Outcome:
Select
-None-
Allies are a great way to grow your kingdom.
Allies can help each other out and earn rewards.
Also, when new alliances are forged Allies sometimes earn special items.
Do you want to invite your friends to become your allies?
Male
Female
Quests
WELL DONE, MY LIEGE!
YOU HAVE RECEIVED:
COLLECT
COLLECT AND GIVE FRIENDS BONUS
Suggested
Description
Objective
Rewards
Get Reward
Task
Status
{SUBTYPE} Report
Resources Captured
Hero Captured
Rewarded Item
Attacker:
Attacker Troop Casualties
lost
won
Defender Troop Casualties
Defender Fortification Casualties
More detailed information can be acquired by researching Reconnaissance.
Happiness
RE:
{SUBJECT}
Mail
Inbox
Outbox
Location
Reports are automatically discarded after 3 days.
Price:
Sold
Purchased
Purchases of resources take 30 minutes to arrive at your city.
Your Troops
Report of {LOCATION}
Resource Exchange Rate
(Amount available: {AMOUNT})
Your Information
Requires {MARK} to change.
Kingdom Information
Kingdom Name:
King Flag:
Requires {EMBLEM} to change.
Kingdom Style:
Player
Rank by Title
Rank by Glory
Rank by Population
Rank
Search
Rank by Member Count
Rank by Town
Rank by Level
Rank by Attack
Rank by Defense
Fake a march
This action is not yet possible
Cancel Upgrade
Cancel Downgrade
Downgrade
Cancel Construction
Do you want to cancel {ACTION}?
Take Me There!
Available for a limited time only!
Are you sure you want to abandon this Valley?
Confirm Abandonment
Are you sure you want to abandon this Town?
A Barracks is required to be able to accept a troop gift.
Barracks Required
Successfully created Guild.
Hero Summoning
Redistribute Heroes
Increase Hero Experience
Upgrade Town Center
Upgrade to Level 10
Successfully applied for membership to the Guild.
Successfully sent invitation to {INVITEE}.
Successfully changed Guild notes.
Successfully changed introduction.
Successfully deleted Guild.
Successfully resigned from office.
Successfully quit from Guild.
Items Applied successfully.
Reward:
Bonus:
This location has been added to your Favorites.
You've bought your {ITEM}.
You will find it in the Limited section of your Items.
Click 'Use' to open it up and see what's inside!
Ok
Return to town
Posts a Facebook Newsfeed letting your allies know.
no data provider for {TYPE}
Increases attack by 25% for 7 days
Increases defense by 25% for 7 days
{ENEMY}'s scouts came to spy on your town.
Your army of scouts defeated them.
None survived to return any information to {ENEMY}.
{ENEMY}'s scouts snuck up on your town and took your scouts by surprise.
Alas, none of your scouts survived.
Your guards spotted some of {ENEMY}'s scouts near the gates of your town.
Alas, they escaped capture with their findings.
Prepare your troops for battle.
LOADING
LOADING MODULE
Good Luck!
Congratulations, my liege.
You are on your way to building a great Kingdom.
Build more buildings in Town and collect resources in the Fields.
You can expand your Kingdom in peace as long as you like.
When you are ready, you may enter the Kingdom Wars.
Click close to continue.
Conquer the world
WHO WOULD YOU LIKE AS A COMPANION?
GUENEVIERE
TRISTAN
I HAVE PREPARED A BOOK OF QUESTS FOR YOU.
COMPLETE THESE QUESTS TO BUILD A THRIVING CITY AND A POWERFUL ARMY.
I WILL REWARD YOU WHEN YOU COMPLETE EACH QUEST.
OK
Choose the cottage so you can ugprade it.
Get your reward.
Step 1 of 3:
Build a Cottage
Your villagers need a place to live.
n
Click here to build a cottage.
Upgrading your buildings will make them work more effectively.
n
Close the popup and go to your building.
Close this dialog.
There are manynbuildings you can build.
n
Let's start with a cottage.
As ruler of this kingdom, you will buildnand upgrade buildings to createna beautiful city and build a mighty army.
n
Choose a plot of land for your first building.
Build a farm to producenfood for your people.
Click here to build a farm.
You produce resources outside your city walls.
n
Go here to view your fields.
WELCOME TO VERDONIA, MY LIEGE!
WITH MY HELP AND GUIDANCE, YOU WILL
Step 1 of 3:
Build a Cottage
Your villagers need a place to live.
n
Click here to build a cottage.
Building the cottage finished a Mission and earned you rewards.
n
The game has many Missions that will help you learn and play the game.
n
If you're not sure what to do, check the Mission Book.
Go back to the mission book and claim your reward.
Now claim your reward for completing the mission.
Buildings take time to complete.
n
Use the Speed Up buttons to finish them faster.
Click this button to finish upgrading the cottage instantly.
Click this button to finish building the farm instantly.
Free Speedup applied.
n
Click this button to close the popup.
Upgrade Cottage
Clicking this button will start the upgrade.
Step 2 of 3:
Upgrade Cottage
Step 3 of 3:
Build a Farm
Build a Cottage
Build a Farm
Select Host
Join the Battle
This button leads to the World map! It is where you will fight other Kingdoms.
You can attack them, steal their resources, and damage their cities, and they can do the same to you!
nn
Build a Chancery and Join the Battle to unlock the World Map.
This button leads to the Kingdom map.
It shows you valleys that you can take over for bonuses and abandoned cities for you to conquer!
nn
Unlock the Kingdom map by building a Barracks.
Did you know...
Cost:
Ask Allies for Help
Posts a Facebook Newsfeed letting your allies know.
Troops fight the enemy
Troops remain behind your Wall
:TROOP:
Show me how
Cancelling will not return any resources or items used in the construction.
Go to Shop
Go to My Items
Fortune Teller Game
Welcome back to Verdonia!
You have been awarded a Gem of Wonder for returning to your kingdom.
Come back daily to claim your Gem and a chance to play the Cards of Fate!
You can give your Gem to the Fortune Teller for a prize.
Visit Later
Visit Fortune Teller
Welcome to the Magical Cards of Fate!
I am Madame Eva, the traveling fortune teller.
In exchange for a Gem of Wonder, I will read your future and the cards will reveal a valuable item for you to claim!
You can purchase more Gems from the store.
You Won
Current Prize
Buy More Gems
Rogue Town
When attacked:
MM/DD/YYYY at JJ:NN:SS
Info/Join
Completed
Troops:
Casualties
Defender:
Result
Higher level players automatically get better gifts!
You can visit allies every day to collect extra bonuses!
Sending free gifts is an easy way to help your friends.
Add Allies
Buy More
You Have
Play for 1
Transport
Founded By:
{N} of {TOTAL}
Luck shines on your Friend!
Erissa's luck has shined on {FRIEND}.
Right now, you can give them a special gift.
Would you like to send this special gift?
Send Gift
Go to this Location
Accept
Save
[Erissa]
English to Chinese: Introducing iPad General field: Marketing Detailed field: Computers: Hardware
Source text - English Introducing iPad. It will change the way you browse the web, do email, enjoy and share photos, watch videos, read books, play games, and much more. That’s because it lets you do those things the way you’ve always wanted to do them—immediately, immersively, and intuitively. It’s an entirely new category of device.
The moment you turn iPad on, the LED-backlit IPS display comes to life. iPad takes Apple’s revolutionary Multi-Touch interface to the next level with a screen that’s almost the size of a magazine—9.7 inches measured diagonally. It’s just 0.5 inch thin and weighs only 1.5 pounds.1
Driven by the amazingly powerful, yet power-efficient Apple-designed A4 chip, iPad delivers performance and battery life unlike anything you’ve ever seen on a touch-based device. There’s no single orientation, either—no up or down, no right or wrong way to hold iPad, because it orients itself according to how you hold it. And you experience unprecedented viewing quality, not just when you view the iPad screen directly from the front but also at an angle from the side, thanks to IPS technology.
Apple has completely redesigned—and reimagined—the 12 applications built into iPad to take advantage of its large Multi-Touch screen and unique capabilities. The Safari web browser on iPad literally puts the Internet in your hands. A web page fills the entire screen, making everything readable. And you navigate simply with your finger.
Doing email is faster and more natural than ever with Mail on iPad. You can quickly browse your inbox and easily focus on the content you want to read. When it’s time to type a reply or new email, a nearly full-size keyboard appears.
iPad is the best way yet to view and share digital photos. Photo albums are stored in stacks that you tap or pinch to open. When you want to show off your photos, select slideshow mode and choose one of the cool transitions like Origami to impress your friends.
Watching videos is also amazing on iPad. It’s easy to get completely immersed in the viewing experience through the large display. It’s perfect for watching everything from HD movies and TV shows to podcasts and music videos.
iPad is also the best way to browse, buy, and read ebooks. Just download the iBooks app from the App Store and you’ll get access to the new iBookstore.4 Browse by the New York Times best-seller lists or by title, author, or genre. After you buy a book, it appears on the bookshelf. Select the book with a tap and you can then turn the pages with the flick of your finger. The high-resolution LED-backlit screen displays every page with crisp, sharp text. Soon you’ll lose yourself in electronic books as you never have before.
Debuting with iPad are versions of Apple’s iWork productivity applications—Keynote, Pages, and Numbers—that have been completely redesigned for iPad.5 You can create incredible presentations, word processing documents, and spreadsheets by touching words and images on the large Multi-Touch screen. You can also import and work with iWork ’09 and Microsoft Office documents. Each app has been designed specifically to take advantage of the Multi-Touch features in iPad. They’re the most powerful productivity apps ever built for a mobile device. Available for $9.99 each on the App Store.
Right out the box, iPad runs almost all of the 200,000 apps from the App Store. If you have apps on your iPhone or iPod touch, you can sync them to your iPad. And developers are delivering new apps everyday that take advantage of the power of iPad. There’s even a special section of the App Store for iPad applications.
Translation - Chinese 介紹 iPad。它將改變您瀏覽網頁、收發電子郵件、欣賞並共享照片、觀賞影片、閱讀、玩遊戲，以及更多活動的方式。這是因為它讓您隨心所欲做您想做的事 — 直接、忘我且直覺。它開創了全新的產品類型。
App Store 內約 200,000 款應用程式，幾乎都能在 iPad 上執行，開箱即可使用。如果您在 iPhone 或 iPod touch 上有應用程式，您可以將它們同步到 iPad 上。程式發展人員會不斷地提供新的應用程式，以善用 iPad 的能力。App Store 上會有一個專區，上面放著專為 iPad 設計的應用程式。
English to Chinese: Cloud Computing General field: Tech/Engineering Detailed field: IT (Information Technology)
Source text - English Service Level Agreements (SLAs)
The relationship between the cloud provider and the cloud consumer must be described with a Service Level Agreement.
Because cloud consumers trust cloud providers to deliver some of their infrastructure services, it is vital to define those services, how they are delivered and how they are used.
An SLA is the foundation of the consumer's trust in the provider.
A well-written SLA codifies the provider's reputation.
In addition to the prose that defines the relationship between the consumer and provider, an SLA contains Service Level Objectives (SLOs) that define objectively measurable conditions for the service.
The consumer must weigh the terms of the SLA and its SLOs against the goals of their business to select a cloud provider.
It is crucial that the consumer of cloud services fully understand all the terms of the provider's SLA, and that the consumer consider the needs of their organization before signing any agreement.
What is an SLA?
An SLA defines the interaction between a cloud service provider and a cloud service consumer.
An SLA contains several things:
A set of services the provider will deliver
A complete, specific definition of each service
The responsibilities of the provider and the consumer
A set of metrics to determine whether the provider is delivering the service as promised
An auditing mechanism to monitor the service
The remedies available to the consumer and provider if the terms of the SLA are not met
How the SLA will change over time
The marketplace features two types of SLAs:
Off-the-shelf agreements and negotiated agreements between a provider and consumer to meet that consumer's specific needs.
It is unlikely that any consumer with critical data and applications will be able to use the first type.
Therefore the consumer's first step in approaching an SLA (and the cloud in general) is to determine how critical their data and applications are.
Most public cloud services offer a non-negotiable SLA.
With these providers, a consumer whose requirements aren't met has two remedies:
Accept a credit towards next month's bill (after paying this month's bill in full), or
Stop using the service.
Clearly an SLA with these terms is unacceptable for any mission-critical applications or data.
On the other hand, an SLA with these terms will be far less expensive than a cloud service provided under a negotiated SLA.
Service Level Objectives
An SLO defines a characteristic of a service in precise, measurable terms.
Here are some sample SLOs:
The system should never have more than 10 pending requests.
Throughput for a request should be less than 3 seconds.
Data streaming for a read request should begin within 2 seconds.
At least five instances of a VM should be available 99.99999% of the time, with at least one instance available in each of a provider's three data centers.
Obviously different Service Level Objectives will apply to different use cases, applications and types of data.
SLOs can also include an urgency rating to indicate the relative importance of different SLOs.
A consumer could use an urgency rating to indicate that availability is more important than response time if the cloud provider cannot deliver both SLOs.
Different roles also affect the SLOs that apply.
For example, consider an application written by a cloud consumer, hosted by a cloud provider and accessed by an end user.
If the application and its data are hosted by the same cloud provider, chances are the application can access that data without leaving the provider's data center.
The cloud consumer will expect very fast response times whenever the application accesses its data.
On the other hand, the consumer will have lower expectations of response times whenever an end user accesses the application across the Web.
Service Level Management
It is impossible to know whether the terms of the SLA are being met without monitoring and measuring the performance of the service.
Service Level Management is how that performance information is gathered and handled.
Measurements of the service are based on the Service Level Objectives in the SLA.
A cloud provider uses Service Level Management to make decisions about its infrastructure.
For example, a provider might notice that throughput for a particular service is barely meeting the consumer's requirements.
The provider could respond to that situation by reallocating bandwidth or bringing more physical hardware online.
However, if giving one consumer more resources would make it impossible to meet the terms of another consumer's SLA, the provider might decide to keep one customer happy at the expense of another.
The goal of Service Level Management is to help providers make intelligent decisions based on its business objectives and technical realities.
A cloud consumer uses Service Level Management to make decisions about how it uses cloud services.
For example, a consumer might notice that the CPU load on a particular VM is above 90%.
In response, the consumer might start another VM.
However, if the consumer's SLA says that the first 100 VMs are priced at one rate, with more VMs priced at a higher rate, the consumer might decide not to create another VM and incur higher charges.
As with the provider, Service Level Management helps consumers make (and possibly automate) decisions about the way they use cloud services.
Considerations for SLAs
As consumers are deciding what terms they need in an SLA, there are a number of factors they should consider.
Business Level Objectives
Debating the terms of an SLA is meaningless if the organization has not defined its business level objectives.
A consumer must select providers and services based on the goals of the organization.
Defining exactly what services will be used is worthless unless the organization has defined why it will use the services in the first place.
This is an aspect of cloud computing in which the hardest problems are organizational politics rather than technical issues.
Getting all parts of an organization to agree on those goals will involve some groups accepting budget cuts, some groups losing control of their infrastructure and other difficult choices.
Despite these difficulties, the organization cannot make the most of cloud computing (or any technology, for that matter) until the business level objectives have been defined.
Consumers should know why they are using cloud computing before they decide how to use cloud computing.
Responsibilities of the Provider and Consumer
Although SLAs are commonly thought of as defining the provider's responsibilities, they should be clear about the consumer's responsibilities as well.
Consumer responsibilities might include limits on system usage, restrictions on the type of data that can be stored, or having a valid license for any software used on the provider's systems.
The balance of responsibilities between providers and consumers will vary according to the type of service.
For example, a cloud provider bears most of the responsibilities for Software as a Service.
On the other hand, a VM that contains licensed software and works with sensitive data places many more responsibilities on the consumer who builds and manages it.
Business Continuity and Disaster Recovery
Many consumers use the cloud for business continuity.
Some consumers store copies of valuable data in multiple clouds for backup.
Other consumers use cloudbursting when in-house data centers are unable to handle processing loads.
The cloud can be an invaluable resource to keep an organization running when in-house systems are down, but none of that matters if the cloud provider itself does not have adequate continuity and disaster recovery procedures.
Consumers should ensure their cloud providers have adequate protection in case of a disaster.
System Redundancy
Many cloud providers deliver their services via massively redundant systems.
Those systems are designed so that even if hard drives or network connections or servers fail, consumers will not experience any outages.
Consumers moving data and applications that must be constantly available should consider the redundancy of their provider's systems.
Maintenance
Providers handle the maintenance of their infrastructure, freeing consumers from having to do that themselves.
However, consumers should understand how and when their providers will do maintenance tasks.
Will their services be unavailable during that time?
Will their services be available, but with much lower throughput?
If there is a chance the maintenance will affect the consumer's applications, will the consumer have a chance to test their applications against the updated service?
Note that maintenance can affect any type of cloud offering and that it applies to hardware as well as software.
Location of Data
The physical location of many types of data is restricted.
For example, many countries prohibit storing personal information about its citizens on any machine outside its borders.
If a cloud provider cannot guarantee that a consumer's data will be stored in certain locations only, the consumer cannot use that provider's services.
If a cloud service provider promises to enforce data location regulations, the consumer must be able to audit the provider to prove that regulations are being followed.
Seizure of Data
There have been a few well-publicized instances of law enforcement officials seizing the assets of a hosting company.
Even if law enforcement targets the data and applications associated with a particular consumer, the multi-tenant nature of cloud computing makes it likely that other consumers will be affected.
Although there are limits to what an SLA can cover, consumers should consider the laws that apply to the provider.
Consumers should also consider using a third party to back up their data and applications.
Failure of the Provider
Any cloud provider has the potential to either go out of business or be acquired by another company.
Consumers should consider the financial health of their provider and make contingency plans if the provider were to shut its doors.
In addition, the provider's policies on access to the consumer's data and applications if the consumer's account is delinquent or in dispute should be made clear.
Jurisdiction
Consumers should understand the laws that apply to any cloud providers they consider.
For example, a cloud provider could be based in a country that reserves the right to monitor any data or applications using that cloud provider's services.
Given the nature of the consumer's data and applications, this might not be acceptable.
Cloud Brokers and Resellers
If a cloud provider is actually a broker or reseller for another cloud provider, the terms of the SLA should clarify any questions of responsibility or liability if anything goes wrong at the broker, reseller or provider facilities.
SLA requirements
Security
Security as a general requirement is discussed in detail in Sections 6 and 7 of this paper.
The security-related aspects of an SLA should be written with the security controls and federation patterns from Section 6 in mind.
A cloud consumer must understand their security requirements and what controls and federation patterns are necessary to meet those requirements.
In turn, a cloud provider must understand what they must deliver to the consumer to enable the appropriate controls and federation patterns.
Data Encryption
If a consumer is storing vital data in the cloud, it is important that the data be encrypted while it is in motion and while it is at rest.
The details of the encryption algorithms and access control policies should be specified in the SLA.
Privacy
Basic privacy concerns are addressed by requirements such as data encryption, retention and deletion.
In addition, an SLA should make it clear how the cloud provider isolates data and applications in a multi-tenant environment.
Data Retention and Deletion
Many organizations have legal requirements that data must be kept for a certain period of time.
Some organizations also require that data be deleted after a certain period of time.
Cloud providers must be able to prove they are compliant with these policies.
Hardware Erasure and Destruction
A common source of data leaks is the improper disposal of hardware.
If a cloud provider's hard drive fails, the platters of that disk should be zeroed out before the drive is disposed or recycled.
On a similar note, many cloud providers offer the added protection of zeroing out memory space after a consumer powers off a VM.
Regulatory Compliance
Many types of data and applications are subject to regulations.
Some of those are laws (HIPAA for medical records in the United States), while others are industry-specific (PCI DSS for retailers who accept credit cards).
If regulations must be enforced, the cloud provider must be able to prove their compliance.
Transparency
Under the SLAs of some cloud providers, the consumer bears the burden of proving that the provider failed to live up to the terms of the SLA.
A provider's service might be down for hours, but consumers who are unable to prove that downtime are not eligible for any sort of compensation.
For critical data and applications, providers must be proactive in notifying consumers when the terms of the SLA are breached.
This includes infrastructure issues such as outages and performance problems as well as security incidents.
Certification
There are many different certifications that apply to certain types of data and applications.
For example, consumer might have the requirement that their cloud provider be ISO 27001 certified.
The provider would be responsible for proving their certification and keeping it up-to-date.
Terminology for key performance indicators
The term uptime can be defined in many ways.
Often that definition is specific to a provider's architecture.
If a provider has a data center on six continents, does uptime refer to a particular data center or any data center?
If the only available data center is on another continent, that uptime is unlikely to be acceptable.
To make matters worse, other cloud providers will use definitions specific to their architectures.
This makes it difficult to compare cloud services.
A set of industry-defined terms for different key performance indicators would make it much easier to compare SLAs in particular (and cloud services in general).
Monitoring
If a failure to meet the terms of an SLA has financial or legal consequences, the question of who should monitor the performance of the provider (and whether the consumer meets its responsibilities as well) becomes crucial.
It is in the provider's interest to define uptime in the broadest possible terms, while consumers could be tempted to blame the provider for any system problems that occur.
The best solution to this problem is a neutral third-party organization that monitors the performance of the provider.
This eliminates the conflicts of interest that might occur if providers report outages at their sole discretion or if consumers are responsible for proving that an outage occurred.
Auditability
Many consumer requirements include adherence to legal regulations or industry standards.
Because the consumer is liable for any breaches that occur, it is vital that the consumer be able to audit the provider's systems and procedures.
An SLA should make it clear how and when those audits take place.
Because audits are disruptive and expensive, the provider will most likely place limits and charges on them.
Metrics
Monitoring and auditing require something tangible that can be monitored as it happens and audited after the fact.
The metrics of an SLA must be objectively and unambiguously defined.
Cloud consumers will have an endless variety of metrics depending on the nature of their applications and data.
Although listing all metrics it is impossible, some of the most common are:
Throughput – How quickly the service responds
Reliability – How often the service is available
Load balancing – When elasticity kicks in (new VMs are booted or terminated, for example)
Durability – How likely the data is to be lost
Elasticity – The ability for a given resource to grow infinitely, with limits (the maximum amount of storage or bandwidth, for example) clearly stated
Linearity – How a system performs as the load increases
Agility – How quickly the provider responds as the consumer's resource load scales up and down
Automation – What percentage of requests to the provider are handled without any human interaction
Customer service response times – How quickly the provider responds to a service request.
This refers to the human interactions required when something goes wrong with the on-demand, self-service aspects of the cloud.
Machine-Readable SLAs
A machine-readable language for SLAs would enable an automated cloud broker that could select a cloud provider dynamically.
One of the basic characteristics of cloud computing is on-demand self-service; an automated cloud broker would extend this characteristic by selecting the cloud provider on demand as well.
The broker could select a cloud provider based on business criteria defined by the consumer.
For example, the consumer's policy might state that the broker should use the cheapest possible provider for some tasks, but the most secure provider for others.
Although substantial marketplace demand for this requirement will take some time to develop, any work on standardizing SLAs should be done with this in mind.
Human Interaction
Although on-demand self-service is one of the basic characteristics of cloud computing, the fact remains that there will always be problems that can only be resolved with human interaction.
These situations must be rare, but many SLAs will include guarantees about the provider's responsiveness to requests for support.
Typical guarantees will cover how many requests the consumer can make, how much they will cost and how soon the provider will respond.
A note about reliability
In discussions of reliability, a common metric bandied about is the number of “nines” a provider delivers.
As an example, five nines reliability means the service is available 99.99999% of the time, which translates to total system outages of roughly 5 minutes out of every 12 months.
One problem with this metric is that it quickly loses meaning without a clear definition of what an outage is.
(It loses even more meaning if the cloud provider gets to decide whether an incident constitutes an outage.)
Beyond the nebulous nature of nines, it is important to consider that many cloud offerings are built on top of other cloud offerings.
The ability to combine multiple infrastructures provides a great deal of flexibility and power, but each additional provider makes the system less reliable.
If a cloud provider offers a service built on a second cloud provider's storage service and a third cloud provider's database service, and all of those providers deliver five nines reliability, the reliability of the entire system is less than five nines.
The service is unavailable when the first cloud provider's systems go down; the service is equally unavailable when the second or third providers' systems have problems.
The more cloud providers involved, the more downtime the overall system will have.
Finally, as the number of cloud providers increases, the number of outside factors increases as well.
If a VM and a cloud database are in the same data center, communication between the VM and the database doesn't require network access.
On the other hand, if the cloud database is delivered by another provider, the available bandwidth between the VM and the database affects the performance and reliability of the overall system.
Both cloud providers cloud can be up and running with healthy systems, but if the network connection between them fails, the overall system is down.
To sum up, any consumer who needs to evaluate the reliability of a cloud service should know as much as possible about the cloud providers that deliver that service, whether directly or indirectly.
Cross-reference:
SLA Requirements and Cloud Delivery Models
The following table cross-references the three NIST delivery models from Section 2.1.1 with the SLA requirements listed here.
Requirement
Platform as a Service
Infrastructure as a Service
Software as a Service
Data Encryption
Privacy
Data Retention and Deletion
Hardware Erasure and Destruction
Regulatory Compliance
Transparency
Certification
Terminology for Key Performance Indicators
Metrics
Auditability
Monitoring
Machine-Readable SLAs
Cross-reference:
SLA Requirements and Use Case Scenarios
At its best, an SLA protects the interests of both the cloud consumer and cloud provider.
Just as a given SLA doesn't meet the needs of all consumers, every requirement discussed here doesn't apply to all customer scenarios.
The following table cross-references the seven use case scenarios from Section 3 with the SLA requirements listed here.
Requirement
End User to
Cloud
Enterprise to
Cloud to
End User
Enterprise to
Cloud
Enterprise to
Cloud to
Enterprise
Private Cloud
Changing Cloud Vendors
Hybrid Cloud
Data Encryption
Privacy
Data Retention and Deletion
Hardware Erasure and Destruction
Regulatory Compliance
Transparency
Certification
Terminology for Key Performance Indicators
Metrics
Auditability
Monitoring
Machine-Readable SLAs
As organizations use cloud services, the responsibilities of both the consumer and the provider must be clearly defined in a Service Level Agreement.
An SLA defines how the consumer will use the services and how the provider will deliver them.
It is crucial that the consumer of cloud services fully understand all the terms of the provider's SLA, and that the consumer consider the needs of their organization before signing any agreement.
Added a brief summary of security to the Conclusions and Recommendations section.
Version 4, 30 June 2010:
Added Section 8, Service Level Agreements (SLAs).
Added a brief summary of Service Level Agreements to the Conclusions and Recommendations section.
Fixed a typo (from “basic the identity” to “the basic identity”) in Section 3.2.1.
English to Chinese: IBM website localization General field: Tech/Engineering Detailed field: IT (Information Technology)
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How are today's CEOs leading?
See for yourself.
The videos below feature CEOs from companies around the globe (Amgen, Banco Galicia, Energy Australia, Getinge, Kao Corporation) discussing their challenges and lessons learned as leaders.
Hear in their own words how they approach leadership challenges such as innovation, meeting customer requirements, balancing public and private concerns, global versus local requirements, product development, and motivating your organization to drive your leadership agenda.
Kevin Sharer, CEO, Amgen
Kevin SharerCEO, Amgen
Let Your Product Lead You toNew Markets
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Navigating The Public-Private Interface
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Managing Complexity
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Define a Unified Set of Leadership Behaviors
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Daniel Llambias, CEO, Banco de Galicia y Buenos Aires S.A.
Daniel LlambiasCEO, Banco de Galicia yBuenos Aires S.A.
Structure Your Business to Adapt Quickly
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Adapting to the New EconomicEnvironment
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Leverage Strategic Alliances toImprove Customer Service
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Leading Your Organization ThroughCrisis
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George Maltabarow, CEO, Energy Australia
George MaltabarowCEO, Energy Australia
Meeting the Expectations of aMulti-Generational Work Force
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You Need Dedicated Groups to DriveInnovation
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Persistence and Leadership Overcome Change Resistors
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Regulatory Changes Require a SoundStrategy
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Successful Change Initiatives RequireInternal Buy-in
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Andrew G. Ray, CEO, Getinge USA
Andrew G. RayCEO, Getinge USA
Act Globally But Respect Local Markets
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Align Strategy and Structure to MeetYour Customers' Requirements
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How Individuals Can Contributeto Growth
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Motoki Ozaki, President
& CEO, Kao Corporation
Motoki OzakiCEO, Kao Corporation
R&D In Emerging Economies
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Balancing Privately Driven InitiativesWith Public Concerns
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Use Formal Research To SuccessfullyUnderstand Your Consumers
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Open Communication FacilitatesInnovation
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Successful Leaders Anticipate The Future
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Implementing A Leader's Vision
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Find Examples To Reinforce Your Message
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Share Customers' Excitement With Your Team
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English to Chinese: Nike Basketball Video General field: Marketing Detailed field: Sports / Fitness / Recreation
Source text - English ANDRE IGUODALA
GAME CLOSER
1) DRIBBLE DRIVE RIGHT
2) CROSSOVER DRIBBLE BETWEEN LEGS
3) JAB STEP BACK
4) FINISH WITH JUMP SHOT
ANDRE IGUODALA: GAME CLOSER 1) DRIBBLE DRIVE RIGHT; 2) CROSSOVER DRIBBLE BETWEEN LEGS; 3) JAB STEP BACK; 4) FINISH WITH JUMP SHOT
LEARN IT STEP-BY-STEP IN THE WALK-THROUGH VIDEO
ANDRE IGUODALA
GAME CLOSER
The step back is probably one of the toughest shots to take,
'cause you're actually stepping away, and your body's coming back.
You know, they always say you wanna be forward,
your chin above your knees and your feet when you shoot.
Once again you gotta stay low within this shot.
Basketball is also about angles, and you gotta get your defender off balance.
You see the court, you see everything going on,
he can't see anything so he's just seeing you.
So, you're one on one with him
and you know what angles are gonna get him off balance.
Everything has to be kinda like a direct move at the basket.
It can't be this, or it can't be that way,
it's kinda gotta be: ' I'm gonna get by you'
You gotta know every step of your game,
so it's kinda like ball handling skills have to be up to par as well,
because it's kind of in and out.
The first set up move is in and out,
to make him think you're going right.
This right here, that's a complex move in itself.
So that has to get him off balance, and get him off guard.
And this usually beats the defence.
When I hit 'em with this step back, they think I'm gonna shoot
[unintelligible]
But I'm thinking about the defence and where they're gonna be,
I know I can beat my first man,
I'm thinking: where's that second guy coming from,
and where he's gonna be, and I've gotta get a shot over him,
and he's going to recover,
so I know both of them are kinda coming at me at the same time.
So, when I beat him first, I see him and say: ah, you're coming.
I see you, I'm stepping back.
I'm not stepping straight back,
I'm stepping back at angle where I know he still can't recover,
but I can still get away from him,
and I got myself a pretty good look at the basket.
That's why I say this move is so complex.
Everything's a sell within itself.
First one, in and out: it's a sell.
The second one, pull back: it's a sell.
And even when I pull back, that's another sell.
That's two sells in one.
Then, when I dribble: another sell.
And then a step back and then you're there.
ANDRE IGUODALA: GAME CLOSER 1) DRIBBLE DRIVE RIGHT; 2) CROSSOVER DRIBBLE BETWEEN LEGS; 3) JAB STEP BACK; 4) FINISH WITH JUMP SHOT;
SEE IT IN ACTION IN THE MOVE VIDEO
English to Chinese: Confined Space General field: Tech/Engineering Detailed field: Construction / Civil Engineering
Source text - English I. POLICY
A confined space entry program must be established at all Nalco facilities and work sites that have confined spaces.
A confined space entry permit must be used to ensure all necessary precautions have been taken before confined spaces are entered.
A site may broaden, modify, or differ from the corporate Confined Space Entry Standard but only if the change is at least as effective as the corporate standard.
.
Zero Tolerance elements are highlighted in red within this standard.
II.
SCOPE
This standard applies to all employees, contractors, visitors, and Nalco facilities that have confined spaces.
All confined spaces at Nalco are considered permit-required confined spaces.
Confined spaces are : storage tanks, production vessels, containment areas (dikes) greater than 5 feet in height, boilers, sumps, elevator pits, railroad cars, tank trucks, cooling towers, pump basins, excavations over 4 feet deep, process equipment, and any other space in the facility which meets the definition of a confined space.
This standard is intended for global use.
If in the event it conflicts with government or local standards, codes, or regulations, then the government or local standards supersede this standard
III.
DEFINITIONS
Attendant An employee outside of a confined space who monitors the entrant and performs assigned duties.
CFR Code Of Federal Regulations (USA Only)
Confined Space A space that has all 3 conditions (A- C) listed below :
A. Large enough to allow an employee to bodily enter and perform assigned work;
B. Limited or restricted means for entry or exit
C Is not designed for continuous employee occupancy
Confined Space Program Consists of training, PPE, audits, written procedures, requirements, specifications, equipment, rescue plans, and records for confined space entry.
Contractor The term contractor refers to a person or company that conducts work for Nalco under a service agreement or sub-contract.
Their work may be short, long term, or continuous.
This covers all contractors regardless of whether they are supervised by Nalco or not.
Employee The term employee applies to all Nalco employees, contractors, and sub-contractors.
Entrant The person (s) who enters the confined space.
Entry The action of passing through an opening into a confined space and performing activities in that space.
(In the United States, entry occurs when any part of the body passes through an opening into the space.)
Entry Supervisor The person assigned responsibility for:
Determining IF acceptable confined space entry conditions are present
Authorizing entry
Overseeing entry operations
Terminating entry.
GFCI Ground Fault Circuit Interrupter
PEL Personal Exposure Limit
PPE Personal Protective Equipment
Rescue Team Personnel highly skilled and trained in confined space entry, rescue, hazards, use of retrieval equipment, PPE, first aid and CPR.
This team must perform confined space rescue simulations on an annual basis.
(Site procedures will further define the specifics of their training beyond the general requirements in this standard.)
Site Management The highest-level manager at a Nalco site, OR any person designated by site management.
STEL Short Term Exposure Limit
TLV Threshold Limit Valve
IV.
RESPONSIBILITIES
Site management must recognize its responsibility for ensuring compliance with confined space requirements.
Authority and responsibilities must be assigned in the site/local procedures for the following functions as applicable.
Site management must designate an entry supervisor(s) who knows the requirements, procedures, and hazards for the confined space.
B. Site management must ensure written procedures are developed and appropriate equipment is available for confined space entry.
C. Site management must ensure the confined space program is reviewed as required.
D. Site management must ensure training is completed (and certified in the USA).
Management must also ensure the training of the rescue team.
E. Temporary employment agencies and/or contractors must ensure that their employees comply with this standard.
F. Entrant Duties
The entrant(s) must be responsible to:
1.
Wear a chest, full-body harness OR wristlets and retrieval line for all vertical entries according to the rescue procedures.
(Refer to Figure 1 for an example of a wristlet used for confined space entry.)
2.
Use confined space entry equipment properly.
3.
Communicate with the attendant as necessary, to enable the attendant to monitor entrant status and alert entrants to evacuate the space.
4.
Alert the attendant of potential problems or prohibited conditions.
5.
Exit the space when:
a. Ordered to exit by the attendant OR entry supervisor
b. A prohibited condition exists
c. Signs or symptoms of exposure to a dangerous situation are recognized
d. An evacuation alarm is activated.
G. Attendant Duties
The attendant must be responsible to:
Be aware of the behavioral effects of exposure to hazards in the space.
Maintain an accurate count of the entrants and ensure that they are the persons identified on the permit or tracking system.
See Appendix 2 for a roster.
Remain outside the permit space during entry operations until relieved by another attendant.
Communicate with entrant(s) to monitor their condition, provide instructions, and alert entrant(s) of the need to evacuate.
Monitor conditions inside and outside of the space.
See Appendix 2 for a test record.
Order entrant(s) to evacuate when:
a. A prohibited condition exists
b. Entrant(s) display behavioral effects of hazard exposure
c. A condition outside the space may endanger the entrant(s)
d. The attendant is unable to perform all of the attendant duties.
Summon rescue and other emergency services as soon as the attendant determines that entrant(s) need assistance to escape.
Take the following actions when unauthorized persons approach or enter the space:
Warn them to stay away from the space OR exit the space
Inform the entrant(s) and entry supervisor of the unauthorized personnel.
9.
Perform non-entry rescue and/or assist in rescue as trained.
10.
Perform no other duties that would interfere with the attendant duties.
H. Entry Supervisor Duties
The entry supervisor must be responsible to:
Designate properly trained entrants and attendants.
Test, evaluate and record the initial conditions of the space.
Verify that:
a. Required information is documented on the permit
b. Tests specified by the permit have been conducted
c. Procedures and equipment specified by the permit are in place.
4.
Verify that rescue services are available and can be summoned quickly.
5.
Prepare and sign the permit, when appropriate, and allow entry to begin.
See Appendix 1 for a permit.
6.
Ensure entry operations comply with the entry permit and acceptable conditions are maintained when duties are transferred.
7.
Remove unauthorized persons who approach or enter the confined space.
8.
Terminate the entry and cancel the permit when appropriate.
I. In addition to management’s responsibility, the rescue team members are also responsible to be properly trained, ensure practice and be prepared and equipped for a rescue when summoned.
J. All personnel involved in the safety of the entrant(s) must know the hazards that may occur during entry, including information on the mode, signs or symptoms, and consequences of the exposure
V. REQUIREMENTS
Site management must include the following requirements and procedures in its confined space program.
A. General Requirements
1.
A confined space permit is required for all confined space entries at sites controlled by Nalco.
See Appendix 1.
2.
The plant site must be evaluated and any spaces, that are confined spaces, must be recorded.
3.
Employees must be informed of the confined space locations and hazards by posting danger signs or by other equally effective means.
Example of a sign “DANGER -- PERMIT-REQUIRED CONFINED SPACE, DO NOT ENTER”.
B. Confined Space Entry Procedure
1.
Develop and implement the means, procedures, and practices necessary for safe entry.
2.
Isolate the space, prevent unauthorized entry, and install barricades as needed to protect entrant(s) from external hazards.
3.
Flush with water, purge and ventilate the space with air as necessary to eliminate or control atmospheric hazards.
Do not use inert gas or oxygen.
4.
Identify and evaluate the confined space conditions as follows:
a. Test the conditions in the confined space where employees are working to determine if acceptable safe conditions exist before and during entry.
b. Continuously monitor a confined space that cannot be completely isolated or if the work produces a hazardous atmosphere.
c. Test first for oxygen, then combustible gases, and then toxic gases.
d. If solid deposits, scale or sludge are present ,then entry without breathing protection is prohibited unless it can be demonstrated that they are harmless.
This means they will not release toxic or dangerous fumes or dust or cause oxygen deficiency due to any disturbance or work activity.
e. If pyrophoric materials are present, then all surfaces must be kept wet.
f. Equipment with lining (layers, coats) must be checked to ensure, where practicable, that toxic, corrosive or flammable material is not trapped behind the lining.
Consider this in the plan if lining will be removed.
5.
Ensure the space complies with the following minimum entry conditions:
a. Oxygen content 19.5% - 23.5%,
b. Flammable vapors below 10% of lower explosion limit (LEL)
c. Toxic substance concentration below PEL, TLV, STEL (or Ceiling), or other concentration measuring system based on local regulations.
d. Supply and discharge lines blocked or disconnected
e. Hazardous energy sources eliminated and LOTO implemented
f. Adequate ventilation to provide a safe atmosphere.
6.
Provide the following equipment to the employee as needed, and ensure the proper use and maintenance of the equipment.
a. Test and monitor equipment
b. PPE and ventilation equipment
c. Lighting and ground fault circuit interrupter (GFCI) electrical equipment
d. Retrieval, harness and communication equipment
e Barriers, shields, spark proof tools
f Ladders, rescue and emergency equipment
g. Any other equipment necessary for safety and rescue.
7.
Prepare, post and comply with the entry permit
8.
Entrants must wear required PPE and a retrieval harness (unless the harness increases the risk of injury).
PPE must be worn for the initial entry regardless of whether the space was cleaned (unless another effective means of verifying cleanliness can be utilized e.g. testing final rinse water for potential contaminates/hazards).
Without this additional testing, PPE cannot be removed until the entry with PPE is complete, and the space has been verified clean by visual inspection.
PPE utilized for each entry must be based on the MSDS for the material last contained in the space.
9.
For entries more than 1.5 meters (5 feet deep), retrieval equipment must be in place and the harness of the entrant connected to it.
10.
An attendant must be in position at the confined space during the entry.
11.
An attendant must NOT be assigned to more than one confined space at the same time.
12.
Before completing the entry, remove all confined space entry equipment and any accumulated debris.
13.
Cancel the permit when appropriate and ensure the area is in a safe condition.
14.
Comply with other corporate safety standards that may be applicable such as Fall Protection, Hot Work, LOTO, Equipment Opening, and Barricades.
C. Employee Participation
1.
Site management must provide information to and consult with affected employees about the confined space program.
2.
Provide each entrant(s) (or the entrant’s representative) with the opportunity to observe monitoring or testing of the space and the results.
3.
Re-evaluate the conditions in the confined space in the presence of the entrant(s) (or the entrant’s representative) when it is requested.
4.
Notify all affected employees of the confined space entry.
D. Contractors
1.
When contractors perform confined space work, site management must:
a. Inform the contractor of applicable confined spaces, hazards, procedures and permit requirements.
b. Coordinate entry operations among contractors and Nalco personnel involved in the entry to prevent accidents.
During and after the entry, ask the contractor if there are any problems regarding the entry or the confined space program.
2.
Contractors performing confined space entry must:
Obtain information from Nalco about applicable confined spaces, hazards, procedures and permit requirements.
Coordinate entry operations among other contractors and Nalco personnel involved in the entry to prevent accidents.
During and after the entry, inform Nalco if there are any problems regarding the entry or the confined space program
E. Emergency And Rescue
If employees enter confined spaces, site management must develop and implement procedures to provide rescue and emergency services and prevent unauthorized employees from attempting a rescue.
Position retrieval equipment at the confined space entrance and ensure it is ready for use.
Do not use retrieval equipment if it increases the overall risk of entry or would not contribute to the rescue of the entrant(s).
Each entrant must use a chest or full body harness, with a retrieval line attached at a point that presents a profile small enough for the successful removal of the entrant(s).
Wristlets may be used if a chest or full body harness is infeasible or creates a greater hazard.
(Refer to Figure 1)
Attach the retrieval line to a fixed point outside the confined space.
Use a mechanical retrieval device for confined spaces more than 1.5 meters (5 feet) deep.
Chemical hazard information and/or the material safety data sheet (MSDS) must be given to medical personnel if chemical exposure has occurred.
Only trained rescue personnel can attempt a confined space entry rescue.
If external rescue and emergency services are used the site must:
Evaluate the rescue service ability to respond in a timely manner.
Evaluate the rescue service capability for the types of confined spaces identified.
Inform the rescue service of the hazards.
Provide the rescue service with information to develop rescue plans and practice rescue operations.
If internal rescue and emergency services are used the site must:
Provide rescue employees with required PPE and training.
Ensure rescue employees are trained in entry and rescue duties.
Ensure rescue employees are trained and certified in basic first-aid and cardiopulmonary resuscitation (CPR).
Ensure that rescue employees practice confined space rescues at least once per year by means of a simulated rescue.
If the site CANNOT provide AND ensure the items (a – d), listed directly above, then the site is PROHIBITED from using employees for rescue and emergency services related to confined space entry.
VI.
PERMIT
A. Procedures must be developed and implemented to prepare, issue, use, and cancel the confined space entry permit.
B. A confined space must not be entered without an entry permit.
C. Before entry begins, the entry supervisor must sign the permit.
D. The completed permit must be posted at the entry area.
E. Problems encountered during an entry operation must be noted on the permit.
F. The entry supervisor must cancel the entry and the permit when:
1.
The entry operations are completed
2.
A condition arises that is not allowed by the entry permit.
G. The permit must be retained for at least 1 year.
H. The entry permit must contain the following information.
1.
The space to be entered and purpose of the entry
2.
Date and duration of the permit
3.
Entrant(s), attendant(s), and entry supervisor
4.
Methods to isolate the confined space and control the hazards
5.
The hazards and acceptable entry conditions
6.
Results of tests, the testers, and date, time
7.
Rescue and emergency services and method to summon
8.
Communication procedures to maintain contact during entry
9.
Testing, communications, alarms, rescue, and PPE equipment
10.
Additional permits and procedures that must be followed.
VII.
AUDIT
A. An annual review must be performed of the confined space permit program for all confined space entries during a 12-month period unless no confined space entry is made during that period.
B. The site must perform a review of its confined space permit program when there is reason to believe that the confined space program may not protect employees.
Examples include but are not limited to the following:
1.
Unauthorized entry
2.
Hazardous conditions not included in the program
3.
An injury or near miss accident during entry
4.
Valid employee complaints about the program.
C. Canceled permits must be reviewed during the confined space program review.
D. The confined space program must be revised to correct deficiencies found during the confined space program review.
E. The program and associated documents must be available for inspection by employees and their representatives.
VIII.
TRAINING
A. The site must ensure that confined space training is provided so that all affected employees acquire the understanding, knowledge, and skills necessary for the safe performance of their assigned duties.
B. Confined space training must be provided to affected employees as follows.
1 Before the employee is assigned or there is a change in assigned duties.
2.
When there is a change in operations or conditions that presents a hazard for which an employee has not previously been trained
3.
When employees do not appear to know or do not follow the procedures.
C. Training must establish employee proficiency in assigned duties and must introduce new or revised procedures as necessary.
D. If training for confined space entry was received off-site by an approved source, contractors must also establish proficiency in the requirements of the site.
E. Training for entrants, attendants, rescuers, and entry supervisor must include the following:
1.
Potential hazards of confined spaces
2.
Acceptable conditions for entry and prohibited conditions
3.
Symptoms/consequences of exposure to the hazards
4.
How to interpret each part of the permit
5.
When to exit the space and emergency procedures
6.
Use of equipment, as needed, for example
a. Test and monitor equipment
b. PPE and ventilation equipment
c. Lighting and GFCI (Ground Fault Circuit Interrupter) protected electrical equipment
d. Retrieval, harness and communication equipment
e. Barriers, shields, spark proof tools
f. Ladders, rescue and emergency equipment
g. Any other equipment necessary for safety and rescue.
F. The following additional training is needed for attendants:
1.
Use of retrieval equipment
2.
How and when to summon additional help.
G. The following additional training is needed for entry supervisor:
1.
How to initiate, complete, and cancel the permit
2.
How to interpret atmospheric tests
3.
How and when to summon additional help
4.
How to verify availability of rescue personnel.
H. The following additional training is needed for rescue personnel.
1.
How to use emergency/rescue equipment
2.
CPR/First Aid/First Responder Certification
3.
How to safely rescue uninjured and injured employees
4.
Annual simulated confined space rescue practice.
I. In the United States the training must be certified.
IX.
DOCUMENTATION
A. Confined Space Permits must be kept 1 year.
B. A record must be kept of confined space training of employees and contractors.
(In the United States a written certification must be kept of the training and
include employees name, signature of the trainer, and the date)
C. A record must be kept of testing and evaluations (may be on permit).
D. A record must be kept of confined space program reviews.
X. REFERENCES
Nalco Company Safety and Health Guidelines
Nalco Fall protection Standard
Nalco Barricade Standard
29 CFR (1910.146) and (1910.147)
(FIGURE 1)
Confined Space Wristlet
APPENDIX 1
CONFINED SPACE ENTRY INSTRUCTION
BEFORE ENTRY
Vessels or confined spaces are not to be entered if alternate, less hazardous procedures are available to accomplish the same objective.
A confined space entry permit must be filled out and appropriately signed before any person may enter any confined space such as any tank, reactor, tank car or truck, sump pit, etc. This permit must be displayed at the worksite.
The plant Safety Engineer or persons designated by the Safety Engineer must approve all confined space entries prior to the event.
Written approval must be obtained but phone approval may be sufficient in some cases.
An “entry supervisor” who is familiar with the space, the hazards, and the job must also approve all entry events.
All electrical equipment associated with the vessel must be locked, tagged, cleared and tried.
Process or service piping must be disconnected, blinded or double blocked and bled as close to the space as possible and identified with danger tags.
Solenoid operated valves must have their power supply disconnected at the valve to prevent accidental opening.
All radiation devices attached inside or outside the space must be removed.
The space to be entered must be sampled for oxygen content and combustible gasses and any possible toxic vapor concentrations.
If any other possibility of hazardous exposure exists, the hazardous properties of the confined space will be measured.
Concentrations of combustible gases must be less than 10% of the LEL for the particular gas or combination of gases.
If a hazardous environment is found in a space, efforts must be made to remove the hazard.
Entry must not take place if a hazardous atmosphere exists.
Oxygen concentrations must be in the range of 19.5-23.5%.
Concentration of contaminants must be known not to exceed the current PEL, TLV, or recommended exposure limits.
If the following conditions do not exist in all portions of the confined space, protective equipment will be required to prevent exposure to hazardous conditions.
Ambient temperatures in the confined space must be less than 43 (110F).
Noise levels must not exceed 85 dBa continuously.
Materials, which present a hazard by absorption, skin contact, corrosive action, etc. must not be present in hazardous quantities or configurations.
Other potential exposures must not exceed generally accepted safe levels.
All safety equipment required for the job will be on hand and checked to assure proper operation.
Electrical equipment used in the confined space must operate at voltages not in excess of 12 volts or be supplied utilizing a ground fault circuit interrupter.
If welding or other contaminant-generating operations are to be performed inside a confined space, an air line respirator and other appropriate protective equipment
will be worn.
If the confined space atmosphere may become immediately dangerous to health during these operations, self-contained breathing equipment must be used.
The person responsible for operation of the plant air supply must be notified when the entry starts and stops if an air line respirator is used.
Throughout the space entry operation, a competent attendant must be immediately present.
His sole function during the entry is to observe the person entering the space and to immediately summon assistance.
The attendant is not to enter the space unless a back up attendant is present.
The attendant must not enter the space for rescue purposes unless he has been trained to do so.
The plant will give final approval of protective equipment to be used Safety Engineer or his designee.
Emergency access and egress plans must be defined for each entry, with all equipment for such access and egress maintained in place during the entry.
Continuous or periodic air monitoring is required when the space has contained flammable or toxic chemicals.
Entry into a confined space or vessel is not permitted when bulkheads, coils or other retaining enclosures containing hazardous materials are present in or adjacent to the entered space.
The person(s) in the space and rescue personnel will wear a safety harness, with a safety retrieval line attached.
This line may be omitted for horizontal entries upon approval of the safety designee.
DURING ENTRY
The observer must stay at the entry to the space when someone is inside.
All plant and job safety rules and procedures must be followed.
If any changes in conditions occur during a vessel entry, which may endanger the person inside, the entrant will leave the vessel immediately.
A new confined space entry permit must be issued for new work crews or when the space has been unoccupied for more than one hour.
Supervision specifically responsible for authorizing the entry must be at the plant site and must approve both the entry and the work completion.
AFTER ENTRY
The work area is to be completely cleaned.
All equipment is to be cleaned and returned to storage.
Locks, blinds, and tags are to be removed in accordance with the lock-tag-clear-try procedure.
Operating supervision and the utilities operator are to be notified of work completion.
The completed vessel entry permit is to be forwarded to the Safety Engineer for filing within 24 hours.
d. 若出現固體沉積物、碎屑或污泥，在證明無害前，禁止未著呼吸護具進入。
這表示它們不會釋放有毒或危險煙霧或灰塵，或是因干擾或工作活動而造成缺氧。
e. 若存在發火性材料，則務必保持所有表面潮濕。
f. 務必檢查含內襯 (層衣、外套) 的裝備，以確保內襯後面無有毒、腐蝕性或易燃性物質堵塞。
若要移除內襯，請在計畫中考量此點。
5.
確定該空間合乎下列最低進入狀況：
a. 氧氣含量 19.5% - 23.5%，
b. 易燃性蒸氣低於爆炸下限 (LEL) 的 10%
c. 有毒物質濃度低於 PEL、TLV、STEL (或達上限)，或其他依據當地規定的濃度檢測系統。
d. 供給與排放管線阻塞或中斷
e. 已排除危險能量來源並實行上鎖掛牌 (LOTO)
f. 通風充足以提供安全的空氣。
6.
視需要對員工提供下列裝備，並確定裝備的使用與維護得當。
a. 測試並監控裝備
b. PPE 與通風裝備
c. 照明與接地故障斷路器 (GFCI) 電子裝備
d. 送出、護具與通訊裝備
e. 障礙物、護罩、防火花工具
f 階梯、救援與緊急裝備quipment
g. 其他任何安全與救援裝備。
7.
準備、張貼並遵守進入許可單
8.
進入人員必須穿戴 PPE 與送出護具 (除非護具會增加傷害的風險)。
無論該空間是否已清理乾淨，首次進入務必穿戴 PPE (除非可運用其他有效的潔淨方式，如測試最後沖洗的水是否有潛在的污染/危險物質)。
若無其他測試方法，在身著 PPE 進入以及目視檢查該空間證實為乾淨前，不得移除 PPE。
每次進入所使用的 PPE 必須依據物質安全資料表 (MSDS) ，以瞭解上次進入該空間所含有的物質。
English to Chinese: Magic Week General field: Marketing Detailed field: Cinema, Film, TV, Drama
Source text - English Magic Week
For one week every summer, the world’s greatest magicians flock to a small town in Michigan for an incredible convention.
This is the story of Magic Week.
The Film
Nestled among the cornfields and rolling foothills of southwestern Michigan is a sleepy little town called Colon.
It’s a village of barely 1,000 residents situated in the middle of Michigan’s Amish country.
But for one week every summer, it becomes the center of the magic universe.
For all its simplicity, Colon has one very special designation – it’s known as the Magic Capital of the World.
Colon is home to Abbott’s Magic Co., the world’s most prestigious manufacturer of magic tricks.
Ask any magician from Boston to Beijing if they’ve heard of Colon, and they’ll smile and say, “Of course!”
The magic came to Colon in the 1920s, when the great Harry Blackstone began vacationing in the small town with his touring vaudeville company.
He loved Colon so much that he decided to make it his full-time home, and teamed up with an Australian magician named Percy Abbott to start the magic company.
From that point forward, Colon became known as the Magic Capital of the World.
Magicians make a pilgrimage to Colon throughout the year, but the first week of August is the most magical time of all.
That’s when the town hosts the Abbott’s Magic Get-Together – one of the largest, most unique and most famous magic conventions in the world.
The locals call it Magic Week.
The town’s population more than doubles during the Get-Together, as magicians from every continent come to Colon to buy magic, talk magic, watch magic and do magic.
It’s a remarkable four days, and it’s the subject of an upcoming documentary by Stunt3 Multimedia called “Magic Week.” The film is being made with the full support and cooperation of Abbott’s Magic Co.
The crews from Stunt3 will blanket Colon during the 2010 Get-Together, telling the story of this amazing town and its amazing magic convention.
In addition to exploring Colon’s magical past and looking at all the other magical sights and sounds of the convention, “Magic Week” will follow along and look at the Get-Together through the eyes of some of the magicians and others who are experiencing it.
Including:
Two famous Chinese magicians making their first appearance in the U.S.
Magic is huge in China, but for a variety of reasons, magicians from that nation don’t perform in the U.S.
very often.
Still, they’ve all heard of Colon and the Abbott’s Magic Get-Together, so it’s a dream come true for them to finally experience the convention for themselves.
A promising young magician taking part in the Abbott’s Magic Contest for the first time.
Every year, the Get-Together hosts a stage contest for magicians, and winning that contest can be the springboard to a successful career in magic.
It’s a pressure-packed experience for the young magicians who enter the contest, and “Magic Week” will provide an up-close look at what it’s like for one young contestant.
A magician from Kentucky who has an interesting day job – he’s the local TV weatherman for the Fox affiliate in Louisville.
His real passion, though, is magic, and even though he’s on TV every day, performing in front of hundreds of other magicians still brings out the butterflies.
A magician in his late 80s who is returning to the Colon stage after an absence of nearly seven decades.
His last performance at the Get-Together was in 1943 – 67 years ago.
And more.
“Magic Week” will be more than just a documentary about a magical town and its magical convention.
It’ll be a story with a human touch and human emotions.
The ups-and-downs of competing for a prize.
A dream fulfilled for two magicians from a foreign land.
A love of magic that crosses over every generational line.
It’ll be a film that magicians will love, people who love magic will love, and people who love human-interest stories will love.
It will have huge international appeal, as well.
It’ll also include lots and lots of magic – lots of big illusions, small card tricks and everything in between.
In addition to showcasing their stories, “Magic Week” will feature the world’s greatest magicians doing the world’s greatest tricks.
Magic shows always draw huge ratings on TV, which will make it so much easier to generate commercial interest in this film.
The film will have broad commercial appeal for audiences in America, but also in every other country where magic is big – including China, making the profit possibilities for “Magic Week” exponentially greater.
INVESTMENT PROPOSAL
Stunt3 Multimedia is seeking an equity investment of $150,000 (U.S.) for the production of “Magic Week.” 20 Shares are available at $7,500 (U.S.) each.
Stunt3 Multimedia reserves the right to accept or reject any investment.
There are also Half-Shares available for $3,750 (U.S.) per unit.
PROFIT DIVISION
All proceeds of “Magic Week” will be divided as follows:
ALL PROCEEDS will first be used to pay back the investors.
In the very unlikely event that proceeds do not cover the full investment, then all proceeds at that time will be returned to investors.
After paying back the full investment, all profits will then be split 50/50 with investors and Stunt3 Multimedia.
Investors will receive a “collective” 50% of the total gross profits generated from the sale of the motion picture.
SHARE SPLIT
Stunt3 Multimedia has made available 20 shares or “investment units” for purchase at a rate of $7,500 (U.S.) each.
Investors may purchase 1-20 shares, but no more than 20 shares.
Each share is worth 3% of the producer’s gross income/revenue generated by the sale of the motion picture.
RETURN ON INVESTMENT
Stunt3 Multimedia is projecting a conservative 3.65 to 1 return on investment, with nearly no chance for a total loss, and a very reasonable chance to exceed that rate by 10 to 1 or more.
There are very few investments that offer nearly unlimited upside while providing extremely limited risk of total loss.
WORST-CASE SCENARIO
The film finds no distributor or buyer.
It is Stunt3 Multimedia’s goal to professionally produce a “Hollywood-quality” film that makes a profit.
Stunt3 feels that based on several factors, the chances of this film finding no distributor or buyer is very unlikely.
At the base, because of the Michigan Film Incentive, projects that exceed $50,000 in production costs can receive a 42% rebate if the film is produced in Michigan.
At the very least, we will recoup 42% of the investment.
BEST-CASE SCENARIO
Stunt3 Multimedia produces a fantastic film that is accepted, shown, and judged at the major film festivals around the world, and garners a theatrical release.
There are examples of extremely low budget films securing a theatrical release and making huge profits.
One such film is “The Blair Witch Project.” Blair Witch had a budget of $50,000 and made roughly $250,000,000.
The principal investors were all made multi-millionaires on that film.
This was a very unique case, but all the same, there is precedent.
Here are some other examples:
Clerks- Directed by Kevin Smith
Budget: $27,000
Gross Sales first year: $3,151,130.
In The Company of Men- Directed by LaBute
Budget: $25,000
Gross Sales first year: $2,856,622
PI- Directed by Darren Arnofsky
Budget: $100,000:
Gross Sales first year: $3,216,970
Projecting a very good scenario, “Magic Week” is purchased for theatrical and DVD distribution for a figure in the neighborhood of $1,500,000.
This is a typical purchase price that comes out of the festival circuit.
After the first $150,000 is paid back to investors, $1,350,000 is split between Stunt3 Multimedia and the investors.
Each share would then be worth $33,750 ($675,000 divided by 20 is $33,750).
In this scenario, the return on investment would be nearly 5 to 1.
A VERY LIKELY SCENARIO
“Magic Week” is released straight to DVD and distribution on iTunes and other media outlets.
According to the U.S.
Census Bureau, there are still over 30,000 video rental stores in the US.
On average, a video rental purchases 8-10 copies of one movie.
If only half of the stores purchase the DVD for only $10 (usually sold to rental stores for anywhere between $10 and $15) and only purchased 2 copies (it is a documentary), that would be $300,000 in gross revenue from just those sales.
That does not take into account worldwide sales, or online sales.
ANOTHER POSSIBLE SCENARIO
“Magic Week” is sold to a cable station or production company such as HBO, Showtime, Lifetime, etc. These sales can range anywhere between $500,000 and $3,000,000.
In this case, the payoff would be immediate, and investment rewarded using the same formulas from above.
INVESTMENT PROPOSAL- Continued
DVD purchases by no means are not the sole source of revenue for a motion picture project.
There are over 50,000 retail stores in the U.S.
like Best Buy, Target, Walmart, etc. If only one-fifth of those stores decided to carry “Magic Week,” that would be 10,000 retailers.
If these stores purchased just 10 copies each at a $5.00 wholesale cost, that would represent $500,000 in revenue for the investors.
In this scenario, $300,000 of revenue from the rental stores, coupled with $500,000 from the retail stores, would represent $800,000 in total revenue.
A split with Stunt3 Multimedia would be $400,000.
Each share would then be worth $20,000.
Nearly 3-to-1 return on the initial investment.
An example of a “straight-to-DVD” success:
DRIVE BY- Directed by Juan Frausto
Budget: $100,000
Gross Sales First Year: $3,500,000.
INVESTMENT INCENTIVES
Being part of the movie making process can be fun and rewarding.
Having the potential to earn big returns on only a small investment makes it that much more interesting.
To make it even better, investing in “Magic Week” offers the following:
CREDIT
Producer- Purchase 10 shares of “Magic Week” and you will be listed in the title credits as Producer
Executive Producer- Purchase all 20 public shares of “Magic Week” and be listed in the opening credits as well as the promotional poster as the Executive Producer.
Special Thanks Credit- To all investors of one to nine shares.
Listed at the end credits.
SET ACCESS
Investors will be welcome to all shooting at the Magic Get-Together.
PREMIER INVITATION AND AFTER PARTY
Theatrical Premier hosted by Stunt3 Multimedia.
After Party will be held for all investors.
BUDGET
Stunt3 Multimedia’s projected budget of $150,000 is very conservative, and includes crew salaries, travel, lodging, equipment rental, rights fees and royalties.
The project budget does not include publicity, marketing, advertising or distribution expenses which are ultimately paid by the the film’s distributor and expensed against the film’s sales.
INVESTMENT TIMELINE
Filming will take place at the Abbott’s Magic Get-Together in August 2010, and post-production and editing will begin immediately afterward, with a tentative but expected release date of December 1, 2010.
Investment returns shall begin to be paid to investors approximately six months after the film’s release.
Returns will continue to be paid annually thereafter as long as the film generates revenue.
MARKETING
Generally, the marketing of a film will be handled directly by its distributor.
However, marketing the film to be distributed is required.
This is often handled through script reading, final product viewing, as well as being entered in festivals.
In some unique cases though, there are specific film elements that make a project extremely valuable to a distributor.
Those unique cases are usually associated with the cast involved, or the value the subject matter may have to a distributor or purchaser.
ABOUT STUNT3 MULTIMEDIA
Stunt3 Multimedia was formed by Brian Kruger in January of 2009 as a Detroit-based media company specializing in the creation, restoration, archiving, and delivery of all types of digital media.
Kruger formed Stunt3 after successfully developing and selling WoodWing USA, Inc., a company that Kruger began in 2002, and grew the organization from scratch to an $8,000,000-per-year enterprise that still provides digital publishing solutions to companies such as TIME Inc., Houghton Mifflin, Hachette Fillipachi, Harcourt, The United Nations, Standard Life, and CITIBank, to name just a few.
Both WoodWing USA, and Aysling Digital Media Solutions, a spinoff, still employ over 20 people in Michigan.
Since its founding in early 2010, Stunt3 Multimedia has produced several films, including the full-length feature documentary “The Girl in Centerfield,” about the historic struggle for girls to play Little League Baseball.
Negotiations have begun with ESPN for the purchase of that film.
Stunt3 Multimedia has also produced several acclaimed short-subject documentaries, including “The Ford Building: The Legend of Detroit’s First Skyscraper,” and a humorous documentary, “Huron Capital: The first 10 Years.”
Kruger also has starred in an independent film, produced locally in 2006, called “Take 2.” It is currently on the festival circuit.
THE PRINCIPALS
Brian Kruger is the president and CEO of Stunt3 Multimedia.
He is a successful entrepreneur who founded WoodWing USA and turned it into one of the leading players in the North American publishing market before selling the company in 2008.
He has produced and directed several short and feature-length documentaries, including “The Girl in Centerfield.” Stunt3 is currently in negotiations with ESPN for the purchase of that film.
Kruger is also a professional comedian, actor and entertainer.
Buddy Moorehouse is the Senior Creative Director of Stunt3 Multimedia.
He is an award-winning journalist and writer, and has won state and national awards for his humor columns.
He has acted in and helped produce numerous films and documentaries, and toured for 20 years as a member of the nationally acclaimed Stunt Johnson Theater comedy group, which won the Crandall Award for Best Comedy Act at the Abbott’s Magic Get-Together in 1994.
He is also a lifelong magician.
Jimmy Dee Dowsett is the Executive Director of Business Development for Stunt3 Multimedia.
A U.S.
Air Force veteran and pro golfer, he was a member of the PGA’s Asian Tour.
He is proficient in four languages, and lived in Asia for 10 years.
He has managed the careers of athletes and entertainers, helping secure lucrative contracts and endorsement deals, and has helped produce numerous large-scale sporting events.
Jay Kruger is the Associate Producer for Stunt3 Multimedia.
A graduate of Ferris State University, he worked most recently for the Disney Corp.
in Florida.
He has experience in film production and marketing.
THE PRODUCTION STAFF
Eric Pascarelli - Cinematography.
Eric has done production work on more than two dozen Hollywood films, including "Batman Forever," "Team America: World Police," "Elf," "Bewitched" and "Harry Potter and the Goblet of Fire." Most recently, he was the visual effects supervisor for "The Twilight Saga: New Moon."
Joel Hale - Production Supervisor.
Joel has done production and editing work on a number of independent and studio films, including Eminem's "8 Mile" and Jeff Daniels' "Super Sucker." He most recently worked on "Street Boss," a mob film starring Vincent Pastore of "The Sopranos."
Hank Moorehouse - Magic Consultant.
One of the leading authorities on magic in the world, Moorehouse is the former president of the Society of American Magicians and the Magic Dealers Association, and has performed and lectured in Germany, the United Kingdom, China, Japan, Norway, Italy and many other countries.
He has also performed at the famous Magic Castle in Hollywood.
Moorehouse has produced shows for several international conventions, including the 2009 FISM gathering in Beijing.
SUMMARY
If you are interested in becoming an investor in the production of “Magic Week,” you may do so by submitting this page of the investor packet along with you check made out to:
Stunt3 Multimedia, LLC.
For your records-- (FED Tax ID- 26-4308838)
The Ford Building
615 Griswold, Suite 1628
Detroit, MI 48226
INVESTOR NAME:
ADDRESS:
PHONE:
EMAIL:
NUMBER OF SHARES PURCHASED:
TOTAL INVESTMENT:
A certificate of investment, and notarized document will be sent to your address upon the receipt of your check.
All inquiries or questions can be directed to :
Brian Kruger
President and CEO, Stunt3 Multimedia
The Ford Building
615 Griswold Suite 1628
Detroit, MI 48226
313-964-3275 email: [email protected]
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English to Chinese: Janus Capital Funds Plc letter General field: Bus/Financial Detailed field: Finance (general)
Source text - English This letter is important and requires your immediate attention.
If you are in any doubt as to the action required please seek advice from your investment consultant.
The intended audience for this letter is current shareholders in Janus Global Fundamental Equity Fund, a sub-fund of Janus Capital Funds Plc. If you have sold or transferred any of your shares, please pass this document at once to the new shareholder or to the intermediary through whom the sale or transfer was arranged for transmission to the new shareholder.
All capitalised terms within this letter have the same meaning as within the 27 April 2010 Prospectus (the “Prospectus”) unless they are defined below.
You can request a copy of the Prospectus during normal business hours from the Administrator or from your financial adviser.
Please note that in accordance with the current policy of the Irish Financial Services Regulatory Authority (the “Financial Regulator”), this document has not been reviewed by the Financial Regulator.
25 August 2010
Dear Shareholder
Re:
Janus Capital Funds Plc (“Company”) – Janus Global Fundamental Equity Fund (“Fund”) Closure
At a meeting of the Board of Directors of the Company held on 15 July 2010, the Board approved, pursuant to the terms of the Prospectus and the Articles of Association, the compulsory redemption of all Shares in issue in the Fund and subsequently to liquidate the Fund.
This strategic decision has been made in light of the uneconomic asset size of the Fund (the net asset value of each Class in the Fund has been below US$25 million (or its equivalent in Euro or GBP) for the past year.
The Board of Directors considers that this decision is in the best interests of the Shareholders as a whole.
Shareholders of the Fund may redeem their Shares on any Business Day prior to compulsory redemption taking place or, subject to the terms of the Prospectus, may elect to exchange their Shares for Shares in another sub-fund of the Company available for offer in their jurisdiction.
Any Shares remaining in the Fund on 1 October 2010 will be compulsorily redeemed by the Company on that date in accordance with the terms of the Prospectus and Articles of Association and the redemption proceeds will be paid to Shareholders.
Any applicable contingent deferred sales charge shall be waived for any redemptions from this Fund.
This closure does not affect any of the other sub-funds of the Company that are available in the Shareholder’s jurisdiction.
The Fund has accrued for liquidation expenses from 27 July 2010 and anything above the accrual will be paid for by Janus Capital International Limited.
Subject to the terms of the Prospectus, Shareholders have the option of exchanging their shareholding for Shares in another sub-fund of the Company which is available in the Shareholders jurisdiction.
For more information on the Company and your investment choices, please consult your usual financial adviser/investment consultant.
Sincerely,
Janus Capital Funds Plc
English to Chinese: Abby Rose General field: Social Sciences Detailed field: Education / Pedagogy
Source text - English Discovering Abby Rose
The foundation of our learning center is a dedication to delivering the highest-quality learning experience and an unwavering commitment to taking care of the people in our program.
Our first classes were held in cafes and homes in the Tian-Mu, Shi-Lin and Da-An districts of Taipei. These intimate courses supported people who were looking for flexibility and attention that traditional language programs couldn’t provide. From the very beginning, our materials were selected to match the personal needs of students; the philosophy that courses should change to support the students was born. Classes were about not only language but about culture, values and morals and dreams for the future.
With the support of our dedicated parents and students, we soon grew so much that we needed to move to a single location near Shi-Da (國立臺灣師範大學). We created the our learning club program and developed exciting new class formats in a comforting and relaxing space. We developed the supportive small group teaching techniques which deliver powerful, personal results and make learning at Abby Rose feel like coming home to a family.
In 2009 we expanded to a more urban location near Da-An Park (大安森林公園) to better serve our students. With the support of our teaching team, we continued develop our unique learning program and techniques. The results of this program were immediate: we harnessed student’s natural drives to actively learn, and student confidence and creativity erupted at a scale never seen before in our classes.
Creating Inspiration
The summer of 2010 brought the most exciting chapter yet in the story of Abby Rose. To better serve groups including very young learners, Abby Rose searched long and hard until we found the perfect space: in the heart of Taipei City’s eastern business and shopping districts, nestled across from a quiet park surrounded by trees. The learning studio is an oasis in the city where parents, students and teachers can chat and relax in the sunny, stylish spaces of our new learning studio.
The elegant foyer and connected verandah are the heart of the studio where teachers, students, parents and friends mix and mingle under chandelier lighting and cafe-style seating. All are welcome to relax and chat while enjoying the view of children playing in the adjacent park as well as observe all session in progress in the studio.
The showpiece of the studio is the uniquely designed play room, with elegant safety glass, hardwood floors, and plenty of space for crawling, hopping and climbing fun.
The lounge is a disarmingly comfortable living room-style space where big fluffy couches and soft lighting make everyone feel like home.
The study is a place where work meets style; small group-style tables and designer lighting make collaborative tasks like presentations, projects and writing fun and friendly.
Each space in the studio has tailored and custom-designed to meet your needs and complement the unique teaching methods of our program.
Our Family
All throughout Abby Rose Learning Studio, you’ll find an attention to quality that reflects our teachers and staff’s obsession with detail. Our commitment to help you rediscover the joy of learning extends far beyond classroom hours. The warmth and personal care you’ll receive from every member of our staff will guide you and your child to discover, inspire and create a wonderful new world of learning which will last a lifetime. Come be a part of the family today at Abby Rose Learning Studio.
English to Chinese: Advertising Campaign Surveying General field: Bus/Financial Detailed field: Surveying
Source text - English Dear ,
Very soon Ageas will be launching a new advertising campaign. Before finalizing a campaign it is important to carry out thorough and careful analysis and research in order to gauge perceptions of the way the public and importantly our own people will receive the new campaign.
To this end, about 300 Ageas employees have been selected at random, to be part of this study. The link below invites you to answer a series of straight-forward questions, which should not take more than 15 minutes. Your spontaneous reactions are the most valuable to us. There is no right or wrong answer; it is all about your own feelings and perceptions.
The data we will collect through this study will remain strictly confidential and will be used only for statistical purposes.
Your contribution is crucial and we thank you in advance for your enthusiasm and participation in this important exercise.
Please click the link below to go to the survey:
Survey
Dear ,
Thank you for participating in this study.
We would like to emphasize that the information that you give will be strictly confidential and used for statistical purposes only. Completing this survey will only take about 15 minutes of your time.
Please remember that this survey is about the proposed Ageas print advertising campaign. Your spontaneous reactions to the ads that you will see are the most important to us. There is no right or wrong answer; it is all about your own feelings and perceptions.
We thank you in advance for your participation.
RB1. What is your gender?
1. Male
2. Female
RB2. To which age category do you belong?
1. 18-30
2. 31-40
3. 41-50
4. 51-65
5. 65
RB3. How long do you work for your current employer?
1. < 1 year
2. Between 1 and 2 years
3. Between 2 and 5 years
4. Between 5 and 10 years
5. > 10 years
RB4. What is your current position?
1. Senior management or executive
2. Middle management
3. Junior management
4. Administrative support
5. Any other
RB5. What department do you currently work for?
1. Business development
2. Channel management
3. Consumer / Market / Business intelligence
4. Finance & Accounting
5. General management
6. Human resources
7. ICT
8. Marketing & Communication
9. Product management
10. Sales
11. Research & Development
12. Other
Adobe Acrobat, Adobe Illustrator, Adobe Photoshop, Dreamweaver, IBM CAT tool, Idiom, Indesign, memoQ, Microsoft 365, Microsoft Excel, Microsoft Word, Passolo, Powerpoint, SDLX, Trados Studio, Wordfast
I am a native Traditional Chinese linguist based in Taiwan with more than 15 years of experience in translation, localization, and linguistic quality assurance. I have supported major global technology brands, including Apple, Microsoft, and Intel, across product interfaces, websites, marketing content, technical materials, and customer communications.
My expertise includes English-to-Traditional Chinese translation, transcreation, editing, terminology management, linguistic testing, quality review, and localization project coordination. I also have experience with AI-related content, chatbot training, search evaluation, content classification, and multilingual content operations.
With an MA in Digital Media and a BA in English Language, I combine linguistic accuracy with strong technical understanding and audience awareness. Clients work with me for reliable delivery, close attention to detail, consistent terminology, and natural Taiwanese Chinese that aligns with product and brand requirements.
Keywords: English, Chinese, English to Chinese, Chinese to English, Interpreter, translator, localization, software, movie, subtitle. See more.English, Chinese, English to Chinese, Chinese to English, Interpreter, translator, localization, software, movie, subtitle, proof-reading, quality assurance, testing, linguist, computer, IT, technology, marketing, financial, gaming, documents, apple, copy writer, QA, review. See less.
Expertise 