2016年北外高翻英汉互译考研真题回忆版精

2016年北外高翻英汉互译考研真题回忆版将第3-5段翻译成中文。25分。Corporateboardsandthecriticaloversightfunctiontheyplayhavecometotheforeoverthelastyear.Youdon\'tneedtolookanyfurtherthanthescandalroilingExxonMobiltounderstandthehighstakesatplay.Exxonisfacingamomentoftruthwithpotentiallyhugefinancialripples.Usinginternalcompanydocuments,InsideClimateNewsandTheLosAngelesTimesrecentlyreportedthatExxondeliberatelymisledthepublicaboutclimatechangeresearch,eventhoughitsownscientistsbeganwarningthecompanyaboutthedangersofwarmingglobaltemperaturesin1977.Withindays,theNewYorkAttorneyGeneralconfirmedthatithasbeeninvestigatingwhetherExxonmisledinvestorsinamannerthatviolatedstatesecuritieslaws.Exxonpresentsaperfectcaseforexamininghowbuildingsustainabilityintoboardgovernancecanhelppreventandmanagerisk.InthecaseofExxon,climateriskisasustainabilityissuethathasbeenraisedbyinvestorsthroughshareholderresolutionsforwelloveradecade.Soit\'slogicaltoaskhowmuchdidExxon\'sboardknowaboutthecompany\'sresearchonclimatechange,anddidanyoftheboardmembershavetheexpertisenecessarytoquestionit?Didthecompany\'sresearchfactorintoboardconversationsonperformance,riskandopportunity?And,importantly,didtheboardengagewithstakeholderstoinformitsviews?Investorsareincreasinglyfocusedonthedecisionsmadebycorporateboardsoncorporatestrategyandtheextenttowhichitincorporatessustainabilityrisksandopportunities.In2013,agroupofover75institutionalinvestorscollectivelymanagingmorethan$3.5trillioninassetssentlettersto45oftheworld\'slargestfossilfuelcompanies,includingExxon,urgingthemtoaddresstherisksposedbyclimatechange,includingcarbonassetrisk.(Carbonassetriskisthepotentialoffossilfuelreservesbeingunusable-\'stranded,\'inWallStreetparlance-astheglobaleconomytransitionstolow-carbonenergysources.Thoserisksareespeciallysevereforfossilfuelcompaniesifcarbon-reducingeffortsaresuccessfulinpreventingEarth\'stemperaturesfromrisingmorethan2degreesCelsiusabovepre-industriallevels.Boardoversightandinterventionhavehadamajorimpactonhowcompaniesrespond.Forexample,onlythreeofthefossilfuelcompaniesinitiallytargetedhaveendorsedtheuseofa2degreescenarioanalysisintheirbusinessplanning:BHPBilliton,StatoilandConocoPhillips.Ineachofthesecases,thedecisiontomoveforwardwiththeanalysiswasinitiatedfromtheboardratherthanfrommanagement.Butthistypeofproactiveapproachremainstheexceptionratherthantherule.Corporateboardsneedtomovefrombeingreactiveonsustainabilityissues,toproactivelyandsystematicallythinkingabouthowenvironmentalandsocialchallengesfactorintocorporatestrategiesandperformance.Ceresrecentlypublishedareport,\"ViewfromtheTop:HowCorporateBoardscanEngageonSustainabilityPerformance\",outliningspecificrecommendationsforproactiveboardengagement.Basedoninterviewswithdozensofboardmembers,seniorcorporateleadersandgovernanceexperts,thereportunderscoresthatinformedoversightiscriticaltogoodgovernance.Amongthereport\'skeyrecommendations:(1Whereasustainabilityissueismaterialtothecompany,theboardshouldincludedirectorswithexpertiseonkeyissuesinquestion.Investorsareespeciallyfocusedonhavingcompaniesrecruit\"climatecompetent\"and\"sustainabilitycompetent\"directors.CompanieslikePrudentialFinancial,forexample,identify\"expertiseincorporateresponsibility/sustainability\"asaboardqualification.Directorsandmanagementshouldassessthequalificationsandexpertiseofcurrentdirectorsandmapthisagainstthecompany\'ssustainabilitypriorities.NowisanidealtimeforExxontore-considershareholdercallsforboardmemberswithclimateexpertise.(2Boardsrunsubstantialriskswhentheyoperateasisolatedentities.Engagingwithexternalstakeholders,includinginvestors,onsustainabilityprioritiescanmitigatethoserisksbygivingdirectorsaclearerviewofthelandscapeofrisksfacingthecompany--aviewthatissometimesobscuredwhenboarddirectorsrelysolelyontheperspectiveofcompanyexecutives.TheboardsofthreeEuropeanoilandgasmajors,Shell,BPandStatoil,embracedthisapproachandactuallyendorsedshareholderresolutionsonclimatechangein2015.Boardengagementwithshareholdersledtoamutualunderstandingthatbetterassessingclimateriskwouldcreatelong-termvalue.Nonetheless,companieslikeExxonandChevroncontinuetofighttoothandnailagainstanyshareholderengagementsthatraiseclimateconcerns,andrequeststomeetwithboardmembersareoftenrebuffedbymanagement.TheresearchindicatesthatExxon\'sboardwouldbebetterservedbyhearingdirectlyfromtheshareholdersthathavebeenwarningaboutclimateandcarbonassetrisks.Therealityisthatsustainabilityisgoodbusiness.Research,includingfromHarvardBusinessSchool,MorganStanley,andothersconsistentlyshowthatcompaniesthatembracesustainabilityoutperformtheirpeersonavarietyofcrucialfinancialmetrics.It\'stimeforboardstoembracethisreality.将第5-10段翻译成中文。50分。Soyou\'restandingattheedgeofacliff,chainedbytheankletosomeoneelse.You\'llbereleased,andoneofyouwillgetalargeprize,assoonastheothergivesin.Howdoyoupersuadetheotherguytogivein,whentheonlymethodatyourdisposal-threateningtopushhimoffthecliff--woulddoomyouboth?Answer:Youstartdancing,closerandclosertotheedge.Thatway,youdon\'thavetoconvincehimthatyouwoulddosomethingtotallyirrational:plungehimandyourselfoffthecliff.Youjusthavetoconvincehimthatyouarepreparedtotakeahigherriskthanheisofaccidentallyfallingoffthecliff.Ifyoucandothat,youwin.Youhavedoneitbyusingprobabilitytodivideaseeminglyindivisiblethreat.Andasmallerthreatcanbemoreeffectivethanabiggerone.Athreattodragbothofyouoffthecliffisnotcredible.Athreattotakea60percentchanceofthatsamethingmightbecredible.Thispuzzlerisdredgedup(moreorlessintact,Ihopefrommemoriesofmyfavoritelecturecourseincollege:\"GamesandStrategy,\"taughtbyThomasSchelling,whowasawardedaNobelPrizeforEconomicsyesterday.TheNobelhonorshisroleasoneofthegodfathersofgametheory.Schelling\'sparticulargifthasbeenapplyingthetheorytoreallife.Itookthecoursebecauseitsoundedfestive,whichitwasn\'t.ButunderSchelling\'sspell,theworldsuddenlylookedcompletelydifferent.Schellingwasneveracharismaticfigure.Short,gauntandtweedy,withwire-frameglasses,hetalkedinaslow,slowmonotone,strippingawayirrelevantdetailandexposingsituationsrangingfromthenuclearstandoffoftheColdWartoafamily\'sdecisionaboutwhattohavefordinnerasstarkdramasofwarringself-interest.Thiswasgametheory.Classicaleconomicanalysisgenerallyassumesthatweeachtaketheworldaswefindit.Wecan\"maximize\"ourown\"utility\"(aseconomistsromanticallydescribethepursuitofhappinessinanycircumstances,butthecircumstancesareagiven.Gametheorywasborntodealwithinterdependence:situationswherewhatIdodependsonwhatyoudo,andwhatyoudodependsonwhatIdo.That,ofcourse,wouldcoveralmostallsituations.Forexample,whatisthebestwayfortwokidstodivvyupacandybar?Theansweriseasy:Icutandyouchoose,orviceversa.Whyisthisthebest?Because,likefree-marketeconomicsgenerally,itchannelsself-interesttoservethegeneralinterest.Thecutterwillsplitthebarasclosetoevenlyaspossible,becausethechooserwillgetthebenefitofanyobviousdisparity.Youcanapplythiskindofthinkingtoadozenpeopledividingalargepie,or300millionpeopletryingtogovernthemselves.Economicsisthesocialsciencethatisclosesttobeingarealscience.Itstartsoutwithafewplausibleassumptionsabouthumanmotivesandbehavior(basically,thatpeopleactrationallyintheirownself-interestandderivesfromthemanimpressivearrayof\"laws\"aboutthefuture.Gametheorycanalsobeseenastheapplicationofeconothinktonon-monetaryaspectsoflife.There\'snothingeconomistslikebetterthantoshowhowsomeonewhoseemstobebehavingirrationally,oratleastismarchingtodrummersunconnectedtorationalityonewayoranother,isactuallymaximizingutilitylike,well,mad.Madnesscanbewickedlyrational.Ifoneofthosetwofolksonthecliffcanconvincetheotherthatheisjustabitnuts,thatmakeshisthreattodragthembothoffthecliffmuchmoreplausible.SomedefendersofRichardNixonusedtoclaimthattheevidenceofinsanitythatbotheredafewAmericanswasactuallyapurposefulstrategytoenhancethedeterrentpowerofournucleararsenal.Anotherfavoritegametheoryanomaly:Weaknessisstrength.Ifyoucannotdosomething,youcannotbeforcedtodoit.Abusdriverwhocannotopenthechangebox,evenatgunpoint,issaferthanabusdriverwhocan.DuringtheColdWarnuclearstandoff,thechallengeforbothsideswastomakeafundamentallyirrationalthreatseembelievable.Whywouldyoustartanuclearwarwhenthealmost-certainresultwouldbeyourownnationaldestruction?Whywouldyouevenreplytoafirststrikebytheothersidewithastrikeofyourown?Theclassicgametheoryinsightwasthatyourownsafetydependedonnotbeingtoostrong.Theothersidehadtobeconfidentthatitcouldsurviveandretaliateifyouwentfirst.Otherwise,inacrisis,itwouldbesorelytemptedtogofirst.Peopleassociategametheorywithnuclearstrategy,inpartbecauseofthemovie\"Dr.Strangelove.\"Butgametheory\'srealgiftistomakeall