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某制药企业位于工业园区，在工业园区建设初期入园，占地面积3hm2。截至2012年工业园区已完成规划用地开发的80%。该企业拟在现有厂区新建两个车间，生产A、B、C三种化学原料药产品。一车间独立生产A产品，二车间生产B、C两种产品，B产品和C产品共用一套设备轮换生产。A、B、C三种产品在生产过程中产生的工艺废气主要污染物有甲苯、醋酸、三乙胺，拟在相应的废气产生节点将废气回收预处理后混合送入RTO(热力燃烧)装置处理，处理后尾气经15m高的排气筒排放。A、B、C三种产品工艺废气预处理后的主要污染物最大速率见下表。RTO装置的设计处理效率为95%。 该企业现有生产废水可生化性良好，污水处理站采用混凝沉淀+好氧处理工艺，废水处理能力为100t/d，现状实际处理废水量50t/d，各项出水水质指标达标。扩建项目废水量40t/d，废水BOD5/COD值小于0.10。拟定的扩建项目污水处理方案是依托现有污水处理站处理全部废水。 工艺废气预处理后主要污染物最大速率 单位：kg/h废气主要污染物A产品B产品C产品甲苯12.5107.5醋酸02.51.0三乙胺52.51.5 本项目污水处理厂的污泥，可否直接进入生活垃圾填埋场并说明理由。
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In 1985 when a Japan Air Lines (JAL) jet crashed, its president, Yasumoto Takagi, called each victim"s family to apologize, and then promptly resigned. And in 1987, when a subsidiary of Toshiba sold sensitive military technology to the former Soviet Union, the chairman of Toshiba gave up his post. These executive actions, which Toshiba calls "the highest form of apology", may seem bizarre to US managers. No one at Boeing resigned after the JAL crash, which may have been caused by a faulty Boeing repair. The difference between the two business cultures centers around different definitions of delegation. While US executives give both responsibility and authority to their employees, Japanese executives delegate only authority—the responsibility is still theirs. Although the subsidiary that sold the sensitive technology to the Soviets had its own management, the Toshiba top executives said they "must take personal responsibility for not creating an atmosphere throughout the Toshiba group that would make such activity unthinkable, even in an independently run subsidiary. " Such acceptance of community responsibility is not unique to businesses in Japan. School principals in Japan have resigned when their students committed major crimes after school hours. Even if they do not quit, Japanese executives will often accept primary responsibility in other ways, such as taking the first pay cut when a company gets into financial trouble. Such personal sacrifices, even if they are largely symbolic, help to create the sense of community and employee loyalty that is crucial to the Japanese way of doing business. Harvard Business School professor George Lodge calls the ritual acceptance of blame "almost a feudal (封建的) way of purging (清除) the community of dishonor", and to some in the United States, such resignations look cowardly. However, in an era in which both business and governmental leaders seem particularly good at evading responsibility, many US managers would probably welcome an infusion (灌输) of the Japanese sense of responsibility. If, for instance, US automobile company executives offered to reduce their own salaries before they asked their workers to take pay cuts, negotiations would probably take on a very different character. (359 words) Why did the chairman of Toshiba resign his position in 1987
It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints (约束) influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don"t at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth"s story: I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way. It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn"t a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you"ll probably have to ask for it. Performance is your best bargaining chip (筹码) when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want. Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction. (345 words) We can learn from the passage that______.
某制药企业位于工业园区，在工业园区建设初期入园，占地面积3hm2。截至2012年工业园区已完成规划用地开发的80%。该企业拟在现有厂区新建两个车间，生产A、B、C三种化学原料药产品。一车间独立生产A产品，二车间生产B、C两种产品，B产品和C产品共用一套设备轮换生产。A、B、C三种产品在生产过程中产生的工艺废气主要污染物有甲苯、醋酸、三乙胺，拟在相应的废气产生节点将废气回收预处理后混合送入RTO(热力燃烧)装置处理，处理后尾气经15m高的排气筒排放。A、B、C三种产品工艺废气预处理后的主要污染物最大速率见下表。RTO装置的设计处理效率为95%。 该企业现有生产废水可生化性良好，污水处理站采用混凝沉淀+好氧处理工艺，废水处理能力为100t/d，现状实际处理废水量50t/d，各项出水水质指标达标。扩建项目废水量40t/d，废水BOD5/COD值小于0.10。拟定的扩建项目污水处理方案是依托现有污水处理站处理全部废水。 工艺废气预处理后主要污染物最大速率 单位：kg/h废气主要污染物A产品B产品C产品甲苯12.5107.5醋酸02.51.0三乙胺52.51.5 若B、C两产品在二车间分别由两套不同设备同时生产，请分别计算甲苯、醋酸和三乙胺经RTO处理后的排放速率。
某制药企业位于工业园区，在工业园区建设初期入园，占地面积3hm2。截至2012年工业园区已完成规划用地开发的80%。该企业拟在现有厂区新建两个车间，生产A、B、C三种化学原料药产品。一车间独立生产A产品，二车间生产B、C两种产品，B产品和C产品共用一套设备轮换生产。A、B、C三种产品在生产过程中产生的工艺废气主要污染物有甲苯、醋酸、三乙胺，拟在相应的废气产生节点将废气回收预处理后混合送入RTO(热力燃烧)装置处理，处理后尾气经15m高的排气筒排放。A、B、C三种产品工艺废气预处理后的主要污染物最大速率见下表。RTO装置的设计处理效率为95%。 该企业现有生产废水可生化性良好，污水处理站采用混凝沉淀+好氧处理工艺，废水处理能力为100t/d，现状实际处理废水量50t/d，各项出水水质指标达标。扩建项目废水量40t/d，废水BOD5/COD值小于0.10。拟定的扩建项目污水处理方案是依托现有污水处理站处理全部废水。 工艺废气预处理后主要污染物最大速率 单位：kg/h废气主要污染物A产品B产品C产品甲苯12.5107.5醋酸02.51.0三乙胺52.51.5 若经过RTO装置的醋酸和三乙胺处理效率也为95%，计算其最大排放速率。
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