第一部分：英译汉

The prehistoric monument of Stonehenge stands tall in the British countryside as one of the last remnants of the Neolithic Age. Recently it has also become the latest symbol of another era: the new fiscal austerity.

A plan to replace the site’s run-down visitors center with one almost five times bigger and to close a busy road that runs along the 5,000-year-old monument had to be mothballed in June. The British government had suddenly withdrawn ￡10 million, or $16 million, in financing for the project as part of a budget austerity.

Stonehenge, once a temple with giant stone slabs aligned in a circle to mark the passage of the sun, is among the most prominent victims of the government’s spending cuts. The decision was heavily criticized by local lawmakers, especially because Stonehenge, a UnescoWorld Heritage site, was part of London’s successful bid to host the 2012 Olympic Games.The shabby visitors center there now is already too small for the 950,000 people who visit Stonehenge each year, let alone the additional onslaught of tourists expected for the Games, the official says.

Stonehenge is the busiest tourist attraction in Britain’s southwest, topping even Windsor Castle. But no major improvements have been made to the facilities there since they were built 40 years ago.For now, portable toilets lead from a crammed parking lot, a makeshift souvenir shop in a tent, a ticket office opposite a small kiosk that sells coffee and snacks.

The overhaul was scheduled for next spring in 2011. The plan, held by Denton Corker Marshall, the architectural firm, would keep the stone monument itself unchanged. But the current ticket office and shop would be demolished and a new visitors center would be built on the other side of the monument, about 2.5 kilometers, or 1.5 miles, from the stones.The center would have included a shop almost five times the size of the current one, a proper restaurant, three times as many parking spots and an exhibition space to provide more information about Stonehenge’s history.

A transit system would have shuttled visitors between the center and the stones while footpaths would have encouraged tourists to walk to the monument and explore the surrounding burial hills. The closed road would be grassed over to improve the surrounding landscape.

Last year, the ￡27 million project won the backing of former Prime Minister Gordon Brown. After more than 25 years of bickering with local communities about how and where to build the new center, planning permission was granted in January. Construction was supposed to start and be completed in time for the Olympics, but the economic recession has changed.

The new prime minister, David Cameron, has reversed many of his predecessor’s promises as part of a program to cut more than ￡99 billion annually over a period of five years to help to close a gaping budget deficit. The financing for Stonehenge fell in the first round of cuts, worth about ￡6.2 billion, from the budget for the current year, along with support for a hospital and the British Film Institute.

English Heritage, a partly government-financed organization that owns Stonehenge and more than 400 other historic sites in the country, is now aggressively looking for private donations. But the economic downturn has made the endeavor more difficult.

Loraine Knowles, Stonehenge’s project director, said she was disappointed that the government had withdrawn money while continuing to support museums in London. But she said she was hopeful that English Heritage could raise the money elsewhere. Stonehenge, she said, could then also become “a shining example of how philanthropy could work.”

天之聪网校参考译文：

英国巨石阵是史前神庙遗址，巨石高高矗立在一马平川的英格兰平原之上，属新石器时代建筑遗迹。如今，巨石阵再次成为时代象征：英国的财政紧缩政策最近把矛头指向了巨石阵。

巨石阵已历经五千年风风雨雨。英国原本通过了一项整修计划，按照该计划，鉴于现在使用的游客中心早已破旧不堪，将新建游客中心，其面积将是现在的五倍；巨石阵附近那条繁忙的公路也将关闭。但是，在今年六月，为缩减开支，英国政府突然宣布取消对巨石阵整修项目总额达1000万英镑（折合1600万美元）的拨款，整修计划被迫搁浅。

巨石阵原是一座神庙，巨石呈环形排列，用以记录太阳运行的轨迹。现在，巨石阵项目成了英国政府削减开支计划的主要目标。巨石阵是著名世界遗产，英国伦敦2012年夏季奥运会申办成功，巨石阵可谓功不可没。正因如此，当地议员对政府削减巨石阵整修项目拨款的决定也予以痛批。议员们称，巨石阵现在每年接待游客达95万人，但现在使用的游客中心非常简陋，早已应接不暇，而伦敦奥运会期间游客数量料将激增，届时游客中心就更加难以应付了。

巨石阵是英国西南部最著名的旅游胜地，游客数量甚至超过了温莎城堡。尽管如此，这里的游客接待设施自四十年前建立以来从没进行过大修。现在，景点的洗手间还是便携式的，停车场也是车满为患，一个帐篷临时将就作为纪念品商店，售票处对面就是出售咖啡、零食的小卖部。

按原计划整修将从2011年春天开始动工。登顿•库克•马歇尔建筑事务所担纲设计，整修不会对巨石阵本身做任何改动，现在的售票处和小卖部将被拆除，在巨石阵的另一侧、距巨石阵2.5公里处将新建一个游客中心。按照计划，新游客中心内将建一个商店，面积是现在商店的五倍；建一个正规的餐厅；停车场将扩容至现在的三倍；同时还将建一个展厅，方便游客更好地了解巨石阵的历史。

新游客中心建成后，在游客中心和巨石阵之间将设有穿梭巴士，另有专门的步行道供游客徒步前往巨石阵和周边墓葬山参观。附近仍在使用的那条公路届时将会关闭，改为草坪，以美化周边环境。

去年，这项总额达2700万英镑的整修计划获得前首相戈登﹒布朗的支持。关于新游客中心如何修建及选址问题，有关方面与当地民众25年来一直争论不休，不过，在今年一月，整修计划终获通过。按照原计划，整修计划应该已经开工并赶在伦敦奥运会前竣工，但是此次经济危机使原计划泡汤。

现在，英国预算赤字不断增加，现任首相大卫•卡梅伦计划用五年时间弥补亏空，每年需要削减990亿英镑开支。为此，卡梅伦首相不得不改弦易辙，取消了前任政府通过的许多项目。本财年预算将首先削减开支62亿英镑，巨石阵拨款项目赫然在列，一家医院和英国电影学会的资助计划也一同被取消。

半官方机构英格兰遗产协会（English Heritage）负责管理巨石阵和英国其他400多处历史遗迹。现在该协会正在积极寻求社会捐助，但是经济衰退当前，募捐谈何容易。

巨石阵项目负责人罗瑞恩﹒诺尔斯说，本届英国政府一方面取消了对巨石阵的拨款，另一方面却继续资助伦敦各个博物馆，未免令人失望。不过，她对英格兰遗产协会寄予厚望，希望协会能从其他渠道筹措到需要的资金。诺尔斯说，如果筹资一切顺利的话，那么，巨石阵今后还可以成为“宣扬慈善精神的典范”。

第二部分：汉译英（节选自2010年9月7日国家副主席习近平在联合国贸发会的发言）

近年来，中国全面把握对外开放阶段性特点，按照完善内外联动、互利共赢、安全高效的开放型经济体系的要求，总结实践中的成功经验，把“引进来”和“走出去”更好地结合起来，创新对外投资和合作方式，支持企业在研发、生产、销售等方面开展国际化经营。目前，中国正在加快推进各种形式的对外投资合作，培育发展中国的跨国公司，支持有实力的企业建立国际营销网络，加强境外基础设施建设合作，规范发展对外劳务合作，积极推动境外经贸合作区建设，缓解我国生产能力过剩、内需不足的矛盾，推动国内产业转型，带动相关产品和服务出口。

坚持对外开放基本国策，坚定不移地发展开放型经济、奉行互利共赢的开放战略，是改革开放30多年来中国经济持续快速发展的一条成功经验。招商引资、择优选资，促进“引资”与“引智”相结合，是中国对外开放的重要内容。

截至2010年7月，中国累计设立外商投资企业69.8万家，实际使用外资1.05万亿美元。目前中国22%的税收、28%的工业增加值、55%的进出口、50%的技术引进、约4500万人的就业，都来自外商投资企业的贡献。对外开放、吸引外资是互利共赢的。对中国来说，通过持续吸引外资为国家现代化建设提供了必要的资金、先进的技术和宝贵的管理经验以及众多国际化人才。对外商投资企业来说，则赢得了可观的投资回报，不少在华外商投资企业成为其母公司全球业务的增长亮点和利润中心。

官方参考译文：

In recent years, we have worked in line with the characteristics of the different stages of opening-up, and the requirements to improve an open economic system that focuses on both domestic and international markets, that promotes win-win and mutually beneficial cooperation, and that emphasizes security and effectiveness. And we have actively summed up our successful experience in past years. We better coordinated our "inviting in" and "going global" strategies, adopted new ways of conducting overseas investment and cooperation and supported enterprises to develop international operation in research and development, production and distribution. We are stepping up efforts to facilitate various forms of overseas investment cooperation, develop our own multinational companies and support well-positioned enterprises to establish international sales distribution networks. We are working to strengthen overseas infrastructure construction cooperation, and develop overseas labor contract cooperation in a well-managed fashion. And we are actively advancing the construction of overseas economic and trade cooperation zones. Our aim is to alleviate the tensions between overcapacity and weak domestic demand, stimulate industrial transformation at home and, at the same time, promote exports of relevant products and services.

To follow the basic state policy of opening-up, unswervingly develop an open economy and pursue a win-win strategy of opening-up is a useful experience that has underpinned the sustained and rapid development of the Chinese economy over the past 30 years and more. To attract foreign investment, pick competitive foreign investors and bring in "financial resources" and "intellectual resources" both at the same time is an important element of China's opening-up policy. By July 2010, a total of 698,000 foreign-invested enterprises had been established in China, registering a paid-in capital of US$1.05 trillion. Today, in China, 22% of tax revenues, 28% of added industrial value, 55% of foreign trade, 50% of technology import and some 45 million job opportunities are contributed by foreign-invested enterprises. Opening to the outside world and attracting foreign investment are mutually beneficial and complementary. For China, continued introduction of foreign investment has provided necessary fund, advanced technologies and valuable managerial expertise and many global-minded talents to support the country's modernization drive. For foreign enterprises, investing in China has generated handsome returns. Many foreign-invested enterprises in China have become the growth engines and profit centers of their parent companies' global business.

天之聪网校参考译文：

In recent years, China has worked to balance “bringing in” and “going global” as an open economy that integrates domestic and international markets for win-win results and highlights security and efficiency. Incentives have been given to foreign businesses to engage in R&D, production and sales in China. At the moment, China is fostering home-grown multinationals by encouraging full-fledged/well-placed/well-positioned Chinese businesses to establish global marketing networks and seek partnerships in infrastructure projects overseas. China is also upgrading industries as a way to boost exports of goods and services.

The past more than 30 years of reform and opening up have seen China keep its economy strong and growing. One key contributing factor behind China’s huge success is its enduring commitment to open wider to the outside world for win-win scenarios. As part of China’s opening up program, China has worked to bring in more but selective investments and talents alike.  

As of July 2010, 698,000 foreign companies have been incorporated in China with a total paid-in investment of US$1.05 trillion. At the moment, foreign-funded businesses in China contribute 22% of tax revenue, 28% of total industrial added value, 55% of total foreign trade volume, and 50% of technology imports. Together, they hire/employ about 45 million people in China.

Opening-up and foreign investment incentives lead to win-win outcomes. For China’s part, sustained inflow of foreign capital has brought China much-needed funds, state-of-the-art technology, cutting-edge managerial know-how and a large pool of talents with international exposure. As far as foreign investors are concerned, their presence in the lucrative market has generated handsome returns. Quite a number of foreign businesses active in China have emerged as new growth drivers and leading source of profitability/profit center for their parent companies.

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