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______ lately？ I have not seen you for quite some time.
A．Where were you gone
B．Where did you go
C．Where were you going
D．Where have you been
答案
更多“______ lately？ I have not seen you for quite some time.A．Where were you goneB．Where did yo”相关的问题
第2题
—What do you think of the _______car？
—I think it is much better than his one.
A. latest, last
B. lately, lastly
C. early, lately
D. early, lastly
第3题
—I'm thinking about Mexico City.
—________.
A.I'm going to see a travel agent tomorrow.
B.That's O.K. I've been busy lately,too.
C.You are？ I love it too. It's a really exciting place.
第4题
--What do you think of the ______ car？ --I think it much better than his ______ one.
A．latest, last
B．lately, lastly
C．early, lately
D．early, lastly
第5题
A.will wash
B.shall wash
C.have washed
第6题
You______ the difficulties after I explain the whole thing to you.
A．will be seen
B．will have seen
C．will see
D．see
第7题
My wallet is nowhere to be found. I______ when I was on the bus.
A．must drop it
B．should have dropped it
C．must have dropped it
D．had dropped it
第8题
My watch is nowhere to be found. I ______ when I was on the bus.
A．must drop it
B．should have dropped it
C．must have dropped it
D．ought to have dropped it
第9题
That's because Shell hasn't been able to find nearly as much oil and gas as it's now pumping out of the ground. In fact, it hasn't even come close—replacing only 60% to 70% of what it produced in 2005 and only 19% in 2004. Shell has had reserve problems for years—a controversy over improperly booked assets forced it to reduce estimated reserves by roughly 30% and led to the resignation of its CEO, Phil Watts, in 2004. But what's troubling now is that Shell is falling way behind rivals like Exxon and BP despite spending billions more each year on exploring and drilling new wells. Last year Exxon replaced 112% of production; BP came up with 95%. "I have never seen anything like this," says Fadel Gheit, a veteran energy analyst with Oppenheimer & Co. "Shell used to represent the gold standard in this industry, but lately they can't get their act together."
To be sure, Shell still has huge assets—nearly 12 billion barrels. But in the oil and gas industry, reserve replacement is the best guide to whether a company will be able to maintain-or grow-production in the future. So not replacing what you pump, says longtime industry observer Matthew Simmons, "is like eating your seed corn. If you're not finding new oil, you're just liquidating what you've got." Indeed, Shell's daily production figures have been weak lately, falling 6.7 % in 2005, to 3.52 million barrels a day.
Privately, Shell execs say the company's decision to cut spending for exploration when oil prices bottomed out in the late 1990s is partly to blame for the anemic numbers now. Shell CEO Jeroen Vander Veer insists that projects like those on Sakhalin Island off Siberia and in Nigeria and the Gulf of Mexico will enable the company to start catching up with peers in the years ahead. It won't be easy. "If you're not adding to reserves, you have a problem," says Sanford Bernstein analyst Oswald Clint. "Shell will have to run twice as hard just to stay in place."
According to the passage, the decline of Shell
A．is a hidden process.
B．is caused by the profit last year.
C．is the estimation of Wall Street.
D．is the fault of the CEO.
