为了让学生们在开始工作之前就对口译的几大应用领域都有接近实际的经 历，知道需要如何准备，如何应付，本教材36个练习单元的内容全部采用政府政策宣传讲话，高级官员对外讲话，中国和英国的招商推介，以及英、美大公司的介 绍。这些都是实际口译工作中需求增长最快、最需要专业技能的领域。
（英）林超伦， 自1995年以来，林超伦先生一直担任英国女王、首相和议会上下两院领导人与中国高层领导人的会谈口译。他曾于1998年和2003年两次陪同布莱尔首相 访华，并且以英国政府译员的身份，参加接待了近年来所有访问英国的中国领导人。英国主要对华组织英中贸易协会、英国文化委员会、英中友好协会以及英国著名 的公司和组织也多次聘请他担任重大活动的口译。 林超伦先生还负责英国首相府和外交部的文件翻译，并经常为各大公司翻译宣传资料、广告及品牌、法律和技术文件。林超伦先生以其优秀的翻译质量和丰富的口译 经验在口译界享有良好的声誉。
Our economy is doing really well. The internal mechanism for economic growth has been strengthened. We have, to a large extent, struck the right balance between speed, quality and economic benefit. But it is also clear to us that there are no countries in the world that can perpetuate an economic boom and high-speed growth. China won't be an exception.
The achievements of the reform have been there for all to see. But, as the economic climate changes, there are now new problems. These include the reform of the state-owned enterprises, substantial unemployment, the polarization of income, corruption, risks in the financial sector and ecological and environmental damage. All of them require our immediate attention and effective solutions in the shortest time possible.
Personally, I believe China needs to pay attention to the following areas. One, we must provide guidance more forcefully using economic and legal means in the property development market, restrict blind development in up-market properties, and to promote the construction of economical and practical properties. Two, we must monitor international as well as domestic economic development closely so as to be able to respond quickly.
Three, we must strengthen the regulation of the automobile and steel industries, reigning in low-grade repetitive construction and disorderly competition. We need to stop overheating in some sectors from spreading while at the same time encouraging rational elements in our economic growth. This is an issue of maintaining the right balance.
Whilst we need to regulate the overheating of investment in some sectors, we need to take measures to solve the problem of supply falling further behind demand in others. Four, we need to coordinate our efforts to solve the problem of severe shortages of power supply in some regions. We must improve the management of water resources and seek to reduce water shortages in some regions. At the same time, we must accelerate the reform of water pricing in cities and rural areas.
Five, we must continue our campaign to have a corruption free government. We are starting with the State Council, to set an example of conduct, to ensure that our government is well co-coordinated, fair and transparent, uncorrupted and highly efficient. These measures demonstrate our determination to clear the road ahead, the road to economic growth.
China is still poor. Based on the official poverty threshold of 600 yuan, we still have over 20 million people living in poverty. That's using China's criteria. Based on the UN's threshold of one dollar per person per day, we have over 100 million people living in poverty.
China's total debt is about 13,000 billion yuan, the equivalent of 1.3 times of our GDP. This is a considerable burden. On the other hand, challenges brought by our WTO entry are also difficult tasks. The financial reform in China must speed up to be ready for international competition. On the whole, I'm optimistic about China achieving over 7% growth a year.
Good morning everybody. And welcome to the launch of our new L50, and to this presentation. In a way, launch is no longer the correct word. Many of you have already had a chance to get to know the new car in your test drive this morning. So, I will not dwell on the technical capabilities of thsi car. What I would like to do is to share with you the thoughts that have gone into developing this new model so that you'll have a better idea of why it's such an exciting car to drive.
I will also talk a bit about what has been happening in our company--the direction we are heading, our strategy, and our ambitions. After that, I'll talk about some of the major stages in our design and development of this model. After this presentation, we'll have lunch, which is served in the main conference hall. Our chef has promised a few surprises. I'm as curious as you are about what these might be. But, back to the presentation.
Our new L50 is the first in a family of new cars to be launched this year and in the next couple of years. It is the result of the most ambitious investment in our company's history--￡125 million, in design and development, in production capabilities, in sales network and in our own people. The investment is based on our understanding of the market and our goal for the future. So what are they then?
We want to sell 800,000 cars a year for the next 5 years. So far this year, we've already sold 560,000, and congratulations to those of you that have contributed to this success. This represents nearly 20% increase over the previous year at a time when the market has declined by nearly 10%. Much of the increased sales have come from the commitment and dedication of our dealers and our staff. Thank you and well done.
The launch of this L50 will mark the beginning of a series of launches, giving us a full range of new cars, 3-door, 5-door, estate, diesel, and from 1 liter all the way up to our luxury 2 liter saloons. A convertible and a 4-wheel drive are also in the final design stage. With this new family, we'll be able to compete robustly with any competitor in US, and will be able to take on the EU market too. But products alone are not enough.
We've put substantial amount of money and effort into upgrading our retail operation, into our dealer network and into our own sales force. This is built on our in-depth knowledge of our customers, what they want and what they need. It is based on the strength of our brand. If you visit one of our re-branded showrooms, you'll get a strong impression of our brand and what we stand for. We are taking market shares from our competitors. We are on target to take even more.我们还花费了大量的资金和力气，改进我们的零售业务、我们的代销商网络和我们的销售队伍。我们的起点是我们对顾客的深入了解：他们想要什么？他们需要什么？我们的基础是我们品牌的力量。如果参观一下品牌重新标志的展厅，就会对我们的品牌和我们的价值观留下很深刻的印象。我们正在从竞争对手那里夺来市场份额。我们正在依照目标去夺得更多的市场份额。
We believe that the most effective way of getting more customers and growing our business is by new cars. Not just any new cars. It has to be new cars that re-enforce our brand value. Having test driven the L50, I'm sure you will all agree with me that the new L50 is exactly that--an embodiment of performance, safety, and functionality. These are the core elements of our brand value. These are the features that have caught the attention of media across Europe. These will be repeated in each and every new member of the family.
That's all I'd like to say at this stage. My colleagues will now take you through some of te highlights in the design and development. This is a short video we produced just before this launch. It is meant to answer some questions .What is the thinking behind this development? How do we translate concepts into a new model? How does our core value influence the thinking of people on the factory floor and in showrooms? Ladies and gentlemen, the new L50.
Today, I'd like to talk about the financial reform in China. China has achieved a great deal in the Ninth Five-Year Plan, but we still have a lot to do. Given that time is short, I won't try to cover everything, but to put forward a few ideas that I feel quite strongly about, some food for thought.
After WTO entry, the transition period is not much more than 2 years. China, within this short time, must complete its strategic set-up in preparation for the entry of foreign competitors. We must complete the reform of the wholly state-owned commercial banks, and help qualified commercial banks to seek listings in the stock market. We need to ride the wave of financial globalization.
In my view, during the Tenth Five-Year Plan, China must break up the handful of wholly state-owned commercial banks into a greater number of share-owned commercial banks. The People's Bank of China will remain the central bank. We should begin to consider allowing the establishment of provincial level banks. Each bank will be an independent legal person.
China must improve the structural reform of its commercial banks. I particularly want to see better training for managers and improvement in their skills. I would suggest here that we learn from banks in developed countries and produce a generation of Chinese managers that know themselves and their competitors equally well.
I recommend early piloting of comprehensive services, allowing pilot financial institutions to operate in areas common among foreign commercial banks, to offer a wide range of services to customers. The selection of pilot banks must be based on their performance in recent years, their strength, and their success in the financial reform.
The new business areas may include the launch of new loan products, according to the market principle of supply and demand, so as to meet the requirements of economic and social development. Mortgages over recent years are an excellent example. In addition, banks in developed countries offer insurance and personal investment services. That's also worth considering.
Linked to this, China must establish the market mechanism for interest on loans as soon as possible, to allow commercial banks to decide on their own floating interest rates by taking into account the base rate from the central bank, and their own operations in the market as well as their own interests. This is not just an issue of banking reform. It will greatly improve the services banks offer to consumers, stimulating economic growth.
We must rationalize our regulatory system. The regulator must have the capacity to regulate comprehensive services. It must also be able to recognize the nature of business of each bank and treat them accordingly. That is to say, the regulator must be able to treat different commercial banks differently. Under the current circumstances, I don't think the wholly state-owned commercial banks are ready for comprehensive services.