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TEXT C The United Nations was founded to promote peace, prosperity and human rights. It is doing somewhat better on the first two counts than its critics sometimes make out. The last, however, has been such a failure that it is threatening to bring the whole edifice down. Once revered as the creator of all the great universal human-rights rules and instruments, the 53-member Commission on Human Rights has been thoroughly discredited. If it cannot be fixed it needs to be scrapped. In its present form it serves only to make a mockery of the cause. The reason for this is simple enough. The present committee is packed with members who are themselves serial abusers of human rights. Kofi Annan, the UN Secretary General, admits that their main purpose in being on the committee is not to strengthen human rights but to protect themselves from criticism. At present, these members include exemplars of virtue such as Zimbabwe, Sudan, Cuba, Saudi Arabia, Nepal and Russia—a veritable roll call of the worst offenders. A plan of sorts exists to reform this mess. Mr. Annan called for the replacement of the commission, which at present meets for just six weeks once a year, by a leaner, tougher, year-round Human Rights Council, which would he ready to act whenever serious abuse was discovered, and whose members should have a solid record on human rights. America and the other leading democracies backed the idea. The serial abusers did not. In the wrangling at a summit on wider UN reforms, Mr. Annan’s baby was reduced to a skeleton. Many wondered whether it could survive. Amazingly, it has just. There is now agreement on the need for a new body, on a par with the Security Council, that would meet several times a year including, when necessary, for emergencies. But its size, powers and composition are still up for grabs. The Americans want no more than 30 members, all with solid human-rights credentials, elected by a two-thirds majority of the General Assembly, along with a routine review of human rights in all 191 UN member states. The abusers want as big a body as possible, elected by a simple majority, as at present, with no membership criteria, and no automatic peer review. Any reform must not just shrink the commission, but must also change the way in which members are elected. At present, regions usually put forward a slate of candidates corresponding to their allotted number of seats, which the General Assembly votes on to the commission as a block. Under one sensible proposal, regions would be required to put forward more contestants than their quota. Each candidate country would then stand separately for election by the General Assembly. Early peer review of all members would further reduce the temptation for thugs to try to get seats. But opposition is fierce, not only from the most notorious offenders, but also from those middle-ranking ones who fear their relatively minor abuses would be put under the spotlight. Timing is tight. The old, unreformed commission is due to hold its next annual meeting. Mr. Annan wants a new one to be ready to take over by then. That means reaching agreement on a blueprint within the next few weeks. If agreement is stymied, the next-best solution will be to wind the existing commission up altogether. Human rights matter too much for the UN to continue to shunt the subject off to a cynical talking shop that has become home to the worst violators. That just blackens the overall reputation of the UN. The present reform agrees on Kofi Annan’s idea on ______ of Human Rights Council.
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In this section there are four reading passages followed by a total of 20 multiple-choice questions. Read the passages and then mark your answers on your answer sheet. TEXT A Theodoric Voler had been brought up, from infancy to the confines of middle age, by a fond mother whose chief solicitude had been to keep him screened from what she called the coarser realities of life. When she died she left Theodoric alone in a world that was as real as ever, and a good deal coarser than he considered it had any need to be. To a man of his temperament and upbringing even a simple railway journey was crammed with petty annoyances and minor discords, and as he settled himself down in a second-class compartment one September morning he was conscious of ruffled feelings and general mental discomposure. He bad been staying at a country vicarage, the inmates of which had been certainly neither brutal nor bacchanalian, but their supervision of the domestic establishment had been of that lax order which invites disaster. The pony carriage that was to take him to the station had never been properly ordered, and when the moment for his departure drew near, the handyman who should have produced the required article was nowhere to be found. In this emergency Theodoric, to his mute but very intense disgust, found himself obliged to collaborate with the vicar’s daughter in the task of harnessing the pony, which necessitated groping about in an ill-lighted outbuilding called a stable, and smelling very like one—except in patches where it smelled of mice. As the train glided out of the station Theodoric’s nervous imagination accused himself of exhaling a weak odour of stable yard, and possibly of displaying a mouldy straw or two on his unusually well brushed garments. Fortunately the only other occupation of the compartment, a lady of about the same age as himself, seemed inclined for slumber rather than scrutiny; the train was not due to stop till the terminus was reached, in about an hour’s time, and the carriage was of the old fashioned sort that held no communication with a corridor, therefore no further travelling companions were likely to intrude on Theodoric’s semiprivacy. And yet the train had scarcely attained its normal speed before he became reluctantly but vividly aware that he was not alone with the slumbering lady; he was not even alone in his own clothes. A warm, creeping movement over his flesh betrayed the unwelcome and highly resented presence, unseen but poignant, of a strayed mouse, that had evidently dashed into its present retreat during the episode of the pony harnessing. Furtive stamps and shakes and wildly directed pinches failed to dislodge the intruder, whose motto, indeed, seemed to be Excelsior; and the lawful occupant of the clothes lay back against the cushions and endeavoured rapidly to evolve some means for putting an end to the dual ownership. Theodoric was goaded into the most audacious undertaking of his life. Crimsoning to the hue of a beetroot and keeping an agonised watch on his slumbering fellow traveller, he swiftly and noiselessly secured the ends of his railway rug to the racks on either side of the carriage, so that a substantial curtain hung athwart the compartment. In the narrow dressing room that he had thus improvised he proceeded with violent haste to extricate himself partially and the mouse entirely from the surrounding casings of tweed and half-wool. As the unravelled mouse gave a wild leap to the floor, the rug, slipping its fastening at either end, also came down with a heart-curdling flop, and almost simultaneously the awakened sleeper opened her eyes. With a movement almost quicker than the mouse’s, Theodoric pounced on the rug and hauled its ample folds chin-high over his dismantled person as he collapsed into the farther corner of the carriage. The blood raced and beat in the veins of his neck and forehead, while he waited dumbly for the communication cord to be pulled. The lady, however, contented herself with a silent stare at her strangely muffled companion. How much had she seen, Theodoric queried to himself; and in any case what on earth must she think of his present posture Which of the following statements is TRUE about the lady of the compartment
Questions 11 to 18 are based on the conversation you have just heard.
甲会计师事务所审计A公司2×10年度财务报表。在测试与应收票据相关的内部控捌时。发现如下事项：（1）应收票据保管员甲同时负责登记应收票据明细账；（2）金额在20万元以下的应收票据贴现由财务经理乙审批，20万元以上的应收票据贴现由总经理丙审批；（3）在处理应收票据或办理应收票据贴现时，在得到相应审批授权后，由不负责保管应收票据及登记应收票据明细账的丁来办理。要求：（1）请分别说明上述内部控制的有关政策与措施是否有缺陷，对于有缺陷的事项，请提出改进建议。（2）请设计三种能够证明应收票据存在的细节测试程序，简要说明即可。
Don’t Destroy the Essential Catalyst of Risk Since the spring, and most acutely this autumn, a global contagion (传染)of fear and panic has choked off the arteries of finance, compounding a broader deterioration in the global economy. Financial institutions have an obligation to the broader financial system. We depend on a healthy, well-functioning system but we failed to raise enough questions about whether some of the trends and practices that had become commonplace really served the public’s long-term interests.Seven important lessons As policymakers and regulators begin to consider the regulatory actions to be taken to address the fallings, I believe it is useful to reflect on some of the lessons from tiffs crisis. The first is that risk management should not be entirely predicated on historical data. In the past several months, we have heard the phrase" multiple standard deviation events" more than a few times. If events that were calculated to occur once in 20 years in fact occurred much more regularly, it does not take a mathematician to figure out that risk management assumptions did not reflect the distribution of the actual outcomes. Our industry must do more to enhance and improve scenario analysis and stress testing. Second, too many financial institutions and investors simply outsourced their risk management. Rather than undertake their own analysis, they relied on the rating agencies to do the essential work of risk analysis for them. This was true at the inception(初期)and over the period of the investment, during which time they did not consider other indicators of financial deterioration. This over-dependence on credit ratings coincided with the dilution of the desired triple A-rating. In January 2008, there were 12 triple A-rated companies in the world. At the same time, there were 64, 000 structured finance instruments, such as collateralized debt obligations, rated triple A. It is easy and appropriate to blame the rating agencies for lapses in their credit judgments. But the blame for the result is not theirs ’alone. Every financial institution that participated in the process has to accept its share of the responsibility. Third, size matters. For example, whether you owned $5 billion or $50 billion of (supposedly) low-risk super senior debt in a CDO, the likelihood of losses was, proportionally, the same. But the consequences of a miscalculation were obviously much bigger if you had a $50 billion exposure. Fourth, many risk models incorrectly assumed that positions could be fully hedged. After the collapse of Long-Term Capital Management mid the crisis in emerging markets in 1998, new products such as various basket indices and credit default swaps were created to help offset a number of risks. However, we did not, as an industry, consider carefully enough the possibility that liquidity would dry up, making it difficult to apply effective hedges. Fifth, risk models failed to capture the risk inherent in off-balance sheet activities, such as structured investment vehicles. It seems clear now that managers of companies with large off-balance sheet exposure did not appreciate the full magnitude of the economic risks they were exposed to; equally worrying, their counterparties were unaware of the full extent of these vehicles and, therefore, could not accurately assess the risk of doing business. Sixth, complexity got the better of us. The industry let the growth in new instruments outstrip(超过)the operational capacity to manage them. As a result, operational risk increased dramatically and tiffs had a direct effect on the overall stability of the financial system. Last, and perhaps most important, financial institutions did not account for asset values accurately enough. I have heard some argue that fair value accounting -- which assigns current values to financial assets and liabilities -- is one of the main factors exacerbating(使恶化) the credit crisis. I see it differently. If more institutions had properly valued their positions and commitments at the outset, they would have been in a much better position to reduce their exposures.Fair value: a discipline for financial institutions The daily marking of positions to current market prices was a key contributor to our decision to reduce risk relatively early in markets and in instruments that were deteriorating. This process can be difficult, and sometimes painful, but I believe it is a discipline that should define financial institutions. As a result of these lessons and others that will emerge from this financial crisis, we should consider important principles for our industry, for policymakers and for regulators. For the industry, we cannot let our ability to innovate exceed our capacity to manage. Given the size and interconnected nature of markets, the growth in volumes, the global nature of trades and their cross-asset characteristics, managing operational risk will only become more important. Risk and control functions need to be completely independent from the business units. And clarity as to whom risk and control managers report to is crucial to maintaining that independence. Equally important, risk managers need to have at least equal stature with their counterparts on the trading desks: if there is a question about the value of a position or a disagreement about a risk limit, the risk manager’s view should always prevail. Understandably, compensation continues to generate a lot of anger and controversy. We recognize that having troubled asset relief programme money creates an important context for compensation. That is why, in part, our executive management team elected not to receive a bonus in 2008, even though the firm produced a profit. More generally, we should apply basic standards to how we compensate people in our industry. The percentage of the discretionary (任意的)bonus awarded in equity should increase significantly as an employee’s total compensation increases. An individual’s performance should be evaluated over time so as to avoid excessive risk-taking. To ensure this, all equity awards need to be subject to future delivery and/or deferred exercise. Senior executive officers should be required to retain most of the equity they receive at least until they retire, while equity delivery schedules should continue to apply after the individual has left the firm.Limitations of self regulation For policymakers and regulators, it should be clear that self-regulation has its limits. We rationalized and justified the downward pricing of risk on the grounds that it was different. We did so because our self-interest in preserving and expanding our market share, as competitors, sometimes blinds us -- especially when exuberance is at its peak. At the very least, fixing a system-wide problem, elevating standards or driving the industry to a collective response requires effective central regulation and the convening power of regulators. Capital, credit and underwriting standards should be subject to more" dynamic regulation". Regulators should consider the regulatory inputs and outputs needed to ensure a regime that is nimble and strong enough to identify and appropriately constrain market excesses, particularly in a sustained period of economic growth. Just as the Federal Reserve adjusts interest rates up to curb economic frenzy, various benchmarks and ratios could be appropriately calibrated. To increase overall transparency and help ensure that book value really means book value, regulators should require that, all assets across financial institutions be similarly valued. Fair value accounting gives investors more clarity with respect to balance sheet risk. The level of global supervisory co-ordination and communication should reflect the global interconnectedness of markets. Regulators should implement more robust information sharing and harmonized disclosure, coupled with a more systemic, effective reporting regime for institutions and main market participants. Without this, regulators will lack essential tools to help them understand levels of systemic vulnerability in the banking sector and in financial markets more broadly. In this vein, all pools of capital that depend on the smooth functioning of the financial system and are large enough to be a burden on it in a crisis should be subject to some degree of regulation. In order to comprehensively reflect the state of economy, we must research deeply to enhance and improve ______.
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