Liabilities are classified into current liabilities and non-current liabilities.（)

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The outstanding (未了的) claims and liabilities (债权和债务) ______ between both parties on the expiry of the validity of the contract shall not be influenced by the expiration of this contract.

A．exists B．existed C．existing D．existence

A.A. Seller's liabilities for payment

B.B. L/C is a document transaction

C.C. Buyer's liabilities for payment

D.D. L/C is a cargo transaction

When mentioning "$50m per airline, per 'event'"(Paragraph 1), the writer is talking about ______.

A．the gap between insurance and reinsurance.

B．the liabilities attributed to terrorists.

C．the fund guaranteed by governments.

D．the cover for third-party terrorist risk.

Part A

Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)

After the terrorist attacks in America last September, terrorist risk became the pariah of perils. The airline industry was most directly affected by the attacks, and it was the first to find that no one wanted to insure terrorist risk. Insurance companies immediately increased premiums and cut cover for airlines' third-party terror and war liabilities to $50m per airline, per "event". Under pressure from airlines, the American government and the members of the European Union agreed to become insurers of last resort for airlines' war and terrorist liabilities, for a limited period. These government guarantees are due to expire at the end of the month.

The American government has already agreed to extend its guarantee for another 60 days. The EU's transport ministers are meeting next week in Brussels to decide what to do. Insurers and re-insurers are keen for the commercial market to resume the provision of all airline insurance as soon as possible. No wonder: The premiums for such cover have inevitably increased considerably.

However, in the case of terrorism, and especially of terrorism in the skies, a number of special factors, arise. Some are purely practical: a disaster as sudden and unforeseen as the attacks on the World Trade Center has had destructive effects on the insurance industry. The maximum cover for third-party terrorist risk available in the primary aviation market is now $50m, and that is not nearly enough cover risks that are perceived to be much higher since September 11th. Even if the market could offer sufficient cover, another catastrophe on such a scale would be more than the market could cope with.

In addition, a rare and devastating risk of a political nature is arguably one that it is right for governments to cover, at least in part. In the wake of attacks by Irish terrorists the British government has recognized this point by agreeing to back a mutual fund to cover risks to property from terrorist attack.

In the case of the airlines, the appropriate answer is some form. of mutual scheme with government backing. In fact, under the code-name "Equitime", representatives of airlines, insurers and the American government are setting up an insurance vehicle to be financed by airlines and reinsured by the government. Governments would guarantee the fund's excess risk, but their role would diminish as the fund grew.

Setting something up will take time, so, to bridge the gap, governments will have to remain insurer of last resort for airlines' war and terrorist risk for some time to come.

By "terrorist risk became the pariah of perils"(Paragraph 1), the author means ______.

A．airline disasters severely affected the mutual fund.

B．terrorist risk was the chief concern for governments.

C．insurance companies refused to pay their premiums.

D．terrorist liabilities are not accepted by insurance companies.

Part A

Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)

A few common misconceptions. Beauty is only skin-deep. One's physical assets and liabilities don't count all that much in a managerial career. A woman should always try to look her best.

Over the last 30 years, social scientists have conducted more than 1,000 studies of how we react to beautiful and not-so-beautiful people. The virtually unanimous conclusion: Looks do matter, more than most of us realize. The data suggest, for example, that physically attractive individuals are more likely to be treated well by their patents, sought out as friends, and pursued romantically. With the possible exception of women seeking managerial jobs, they are also more likely to be hired, paid well, and promoted.

The scientists' typical experiment works something like this. They give each member of a group—college students, perhaps, or teachers or corporate personnel managers a piece of paper relating an individual's accomplishments. Attached to the paper is a photograph. While the papers all say exactly the same thing the pictures are different. Some show a strikingly attractive person, some an average looking character, and some an unusually unattractive human being. Group members are asked to rate the individual on certain attributes, anything from personal warmth to the likelihood that he or she will be promoted.

Almost invariably, the better looking the person in the picture, the higher the person is rated. In the phrase, borrowed from Sappo, that the social scientists use to sum up the common perception, what is beautiful is good.

In business, however, good looks cut both ways for women, and deeper than for men. A Utah State University professor, who is an authority on the subject, explains: in terms of their careers, the impact of physical attractiveness on males is only modest. But its potential impact on females can be tremendous, making it easier, for example, for the more attractive to get jobs where they are in the public eye. On another note, though, there is enough literature now for us to conclude that attractive women who aspire to managerial positions do not get on as well as women who may be less attractive.

According to the passage, people often wrongly believe that in pursuing a career as a manager

A．a person's property or debts do not matter much.

B．a person's outward appearance is not a critical qualification.

C．women should always dress fashionably.

D．women should not only be attractive but also high-minded.

s don't count all that much in a managerial career. A woman should always try to look her best.

Over the last 30 years, social scientists have conducted more than 1,000 studies of how we react to beautiful and not-so-beautiful people. The virtually unanimous conclusion: Looks do matter, mom than most of us realize. The data suggest, for example, that physically attractive individuals are more likely to be treated well by their parents, sought out as friends, and pursued romantically. With the possible exception of women seeking managerial jobs, they are also more likely to be hired, paid well, and promoted.

Un-American, you say, unfair and extremely unbelievable？ Once again, the scientists have caught us mouthing pieces while acting just the contrary. Their typical experiment works something like this. They give each member of a group-college students, perhaps, or teachers or corporate personnel managers a piece of paper relating an individual's accomplishments. Attached to the paper is a photograph. While the papers all say exactly the same thing the pictures are different. Some show a strikingly attractive person, some an average looking character, and some an unusually unattractive human being. Group members are asked to rate the individual on certain attributes, anything from personal warmth to the likelihood that he or she will he promoted.

Almost invariably, the better looking the person in the picture, the higher the person is rated. In the phrase, borrowed from Sappo, that the social scientists use to sum up the common perception, what is beautiful is good.

In business, however, good looks cut both ways for women, and deeper than for men. A Utah State University professor, who is an authority on the subject, explains: in terms of their careers, the impact of physical attractiveness on males is only modest. But its potential impact on females can be tremendous, making it easier, for example, for the more attractive to get jobs where they are in the public eye. On another note, though, there is enough literature now for us to conclude that attractive women who aspire to managerial positions do not get on as well as women' who may be less attractive.

According to the passage, people often wrongly believe that in pursuing a career as a manager______.

A．a person's property or debts do not matter much

B．a person's outward appearance is not a critical qualification

C．women should always dress fashionably

D．women should not only he attractive but also high-minded

ontrol to one based almost solely on free market principles. Yet the experience of the United Kingdom since 1979 clearly shows one approach that works: privatization, in which under-performing state-owned are sold to private companies.

By 1979, the total amount of debt, liabilities, and losses for state-controlled enterprises in the UK topped 3 billion annually. By selling off many of these companies, particularly those in the depressed industrial sector, the government decreased its debt burden and ceased pumping public funds into money losing enterprises. According to government spokesperson Alistair McBride, "Far from past practice of throwing good money after bad, the Queen's government this year expects to take in 34 billion from the proceeds of the sale". That, say some analysts, may only be the beginning. Privatization has not only been credited with rescuing whole industries but the nation's economy to boot.

Due to increased tax revenues from the newly privatized companies along with a rebound in the overall economy, economic forecasters predict that Britain will be able to repay nearly 12.5% of the net national debt within two years. That is good news indeed for the economy as a whole at a time when many sectors are desperate for any ray of sunshine. British Airways this week announced a 20% jump in overall ticket sales and profits over this quarter a year ago. British Gas announced its first profitable quarter in nine years. At Associated British Ports, a new labor contract was finalized, the first union contract signed at the port without a work stoppage in twelve years. Closer to home for most Britons, the nation's phone service, British Telecom, no longer puts new subscribers on a waiting list. Prior to privatization, new customers would sometimes have to wait months before phone service could be installed in their home. Now, according to a company press release, British Telecom is promising 24-hour turnaround for all new customers.

Part of this improved productivity has to do with new efforts to allow employees to hold a stake in the company's future. Companies now give their employees stock options that allow employees to share in the company's success (and profits). The response has been enthusiastic to say the least. At British Aerospace; 89% of those eligible to buy company shares did so. At British Telecom nearly 92% of eligible employees took part. Finally, at Associated British Ports, long synonymous with union disagreements, walkouts, and labor strife, almost 90% of employees now can call themselves owners of the company.

"When people have a personal stake in something", said Henry Dundee of Associated British Ports, "they think about it, they care about, they work to make it prosper". At the National Freight Consortium, itself no stranger to labor problems, the new employee-owners actually voted down an employee pay-increase and, pressured union representatives to relax demands for increased wages and expanded benefits. "Privatization was only the start", says one market analyst, "what we may have here is a new industrial revolution".

UK's experience in 1979 demonstrates that _____.

A．government control can be based on free market principles.

B．privatization is the only way out for UK's economic development.

C．state-owned enterprises can benefit a lot from privatization.

D．a major transformation in economic system is feasible.