Luyện đọc Tiếng Anh-Improve your pronunciation in English-Part 3

Chào mừng quý vị đến với chương trình này, hãy nhớ đăng kí kênh để ủng hộ kênh mình nhé! Khi bạn bắt đầu học đại học, bạn có lẽ sẽ thấy rất khó giải quyết thời gian bạn sử dụng để học, với thời gian bạn sử dụng để ra ngoài với bạn gặp bạn. Thực ra, một trong những vấn đề lớn nhất bạn sẽ gặp là cách giải quyết thời gian bạn. Tất nhiên, nó được hiểu rõ ràng. Ý tôi là, trong nhiều trường hợp, đây là lần đầu tiên bạn sẽ sống khỏi nhà. Vì vậy, bạn sẽ phải làm nhiều thứ cho bản thân, như mua đồ ăn của bạn, rửa đồ và xử lý tiền của bạn. Trong thời gian tương tự, không ai có thể nói với bạn lúc nào bạn sẽ về nhà, hay lúc nào bạn sẽ sẵn sàng vào buổi sáng. Ngoài ra, trong trường hợp, bạn sẽ không có nhiều giờ học như trường hợp của bạn, và giáo viên của bạn sẽ mong đợi bạn học nhiều hơn. Vì vậy, bạn có thể cảm giác bạn có rất nhiều thời gian tương tự trong tay bạn. Vì vậy, bạn làm thế nào? Thật sự, tôi không nghĩ có câu trả lời dễ dàng. Nhưng tôi nghĩ nó giúp bạn đi tất cả các trường hợp, dù bạn đã khó khăn. Hãy đọc một bản đồ thời gian của bạn và để nó trên bàn tầng trong phòng của bạn. Thật ra, trường hợp của bạn có thể có một sụp đội để bảo vệ bạn trên điện thoại khi giáo viên của bạn. Ngoài ra, bạn có thể cố gắng không ra ngoài trong tuần, và giữ cuộc sống xã hội cho tuần cuối. Tôi không chắc nó rất dễ dàng. Một điều tôi sẽ nói là vào cuối năm, sau trường hợp của bạn, bạn có thể thật sự bình tĩnh. Tôi đã bắt đầu việc mới này vài tuần trước. Và tôi đang gặp rất nhiều rắc rối với tình trạng công việc của tôi. Trong việc cuối cùng của tôi, chúng ta đã có thời gian bảo vệ. Chúng ta phải ở trường hợp tầng 9 trên điện thoại, và chúng ta luôn hoàn toàn hoàn thành tầng 5. Nhiều việc mà chúng ta chưa hoàn thành, chúng ta có thể rời đi cho ngày sau. Nhưng việc mới này rất khác biệt. Tôi có nghĩa là trong việc này, chúng ta có thể vào trường hợp bất cứ lúc giữa 8 và 10 sáng. Sau đó, chúng ta có thể lựa chọn nếu chúng ta có buổi tối hay không. Sau đó, chuyện sẽ trở nên hơi khó. Nếu chúng ta có buổi tối, chúng ta có thể rời đi giữa 4 và 6 sáng. Nếu chúng ta không có buổi tối, chúng ta có thể về nhà giữa 3 và 5 sáng. Được rồi. Thì đầu tiên, hệ thống này có vẻ rất tốt. Đặc biệt là cho tôi, bởi vì tôi có con trẻ trẻ. Nhưng vấn đề là nếu chúng ta chưa hoàn thành việc của chúng ta, chúng ta sẽ phải hoàn thành việc của chúng ta ở nhà. Vì vậy, thực sự nó rất khó để đoán hàng đoạn giữa việc và nhà. Vào Tuần hôm này, tôi có thể rời đi trẻ trẻ ở trường học, đi trung đội và vào bài họp rất trễ. Nhưng tôi không thể ăn bể bán bài bởi vì tôi cần rời đi trước để cầm trẻ trẻ trẻ khỏi trường. Họ đạt từ 4 sáng. Sau đó, tôi phải làm việc khỏi nhà vào buổi sáng để hoàn thành việc mà tôi phải làm. If you look at this chart, you can see how we plan our projects. This one is a survey we're working on this year about where people like to shop. Okay. Well, we always start by having a team meeting. That's in the first column called Tasks. So, in this team meeting, we decide what we need to do, who's going to do it, and when it's got to be ready. Right? So, you can see here in the second column, we've got the start date of the project. That's the 23rd of January. That's the same day we have the team meeting. If you look down the Tasks column, you can see that the first thing we have to do is write a draft questionnaire. You know, like an outline of the questions we want to ask. Then, we have to check the questionnaire to make sure the questions are right. If you look at the lines in column 3, you can see the dates when we have to complete important tasks in the project. These are what we call milestones in the project. For example, when we've checked the questionnaire on the 25th of April, we'll have reached a milestone. And when we've completed the survey on the 30th of June, we'll have reached another milestone. On the 15th of August, when we finish entering the data on the database, we'll have finished the first phase of the project. The second phase of the project involves writing the report. We'll be doing that between the 15th of August and the 15th of September. And that's the deadline for the project to be handed to the client. In our company, we believe that our employees are more productive. You know, they work better if they're happy. Naturally, we have to make sure the company makes a profit. But at the same time, we need to think about the physical and mental health of our employees. We do understand that they aren't just working machines. So, we have a policy of helping them find a fair balance between their work and their private lives. What we call a work-life balance. We do this in several ways. Firstly, we have a family-friendly policy. So, parents can look after their children when they're very young. For example, sometimes they need to work flexible hours. You know, times that aren't fixed. Other times, parents have to work part-time. And quite a lot work from home. Another example of our family-friendly policy is our generous maternity leave package. In our company, we allow women who've had a baby to take a whole year off work after the baby's born. And of course, while they're away, their jobs are protected. Because we want our employees to be happy, we carried out a survey recently to find out which working patterns are really most popular. In general, our staff prefer to work at the office. In fact, nearly half come in during regular office hours. You know, from 9 to 5. Anyway, we also asked about part-time work, working from home, and another option. Job sharing. Job sharing is a kind of part-time work where two people share the responsibilities for one full-time job. Anyway, we found that only 5% of our staff wanted to share a job. So it's not very popular on the whole. But when it comes to working part-time, we were surprised to find that 27% of our employees would actually prefer it. That's a very high number, really. Over a quarter of the staff. And then it was interesting to see that quite a lot of our staff, 20% in fact, would like to work from home. I'd like to give you an example of the kind of person who benefits most from our family-friendly policy. Sally is one of our assistants in accounting, who has two small children. Sally's husband travels abroad a lot, so she has to look after the children on her own most of the time. Both the children go to a nursery early in the morning. So we've agreed that Sally can come in at 8 o'clock after she leaves the children. At lunchtime, Sally's sister picks the children up from the nursery. But she has to go to work herself at 3 o'clock. So Sally leaves the office at 2 to collect the children from her sisters. And she makes up the extra time by finishing her work at home. I'm going to start this lecture by describing the structure of an offshore oil rig. Well, to be accurate, we should call it an oil platform. If you look at the diagram, you can see the top part of the platform floating on the surface of the water. The tall tower in the centre of the platform is called a derrick. That's D-E-R-R-I-C-K. The derrick is where the drilling machinery and lifting equipment is installed. OK? Now, if you look about halfway down the diagram on the right, you can see a helicopter. It's parked on the helicopter pad. Helicopters are used mostly to transport employees to and from the platform when they have free time. Now, if you look underneath that, at the very bottom of the platform, you can see one of the four support towers. These support the rest of the platform. These metal structures are usually attached to the seabed by long cables. Right. Now, the last part of the platform I'm going to describe is on the other side, just above the level of the water. It's a crane. That's spelt C-R-A-N-E. Cranes are used everywhere in construction. But this one is specialist equipment for lifting heavy spare parts at sea. In fact, apart from the derrick, you can see three cranes in the diagram. Some experts believe that if we knew how to control the power of the sea, we could generate enough electricity for the whole world. But, in this talk, I'm going to focus on the UK and our capacity for generating electricity from wave and tidal energy. I'm going to look at how many megawatts we generated before 2008 and how many we expect to produce in 2014. So, if you'd like to look at the chart, you'll see that before 2008, our capacity was only 1 megawatt. But in 2008, when oil prices rose, there was an increased interest in marine power, and our capacity grew quite dramatically to 4 megawatts. Ah, now, you might have expected this figure to rise consistently over the years, but, in fact, it dropped again in 2009 to only 2 megawatts. This was because oil prices fell again, so there was less interest in developing alternative power sources. But nowadays, the cost of oil production is going up again, and there's been a renewed interest in marine power. As a consequence, capacity has increased steadily since 2009, reaching 18 megawatts in 2012. This trend is expected to continue in the near future, reaching a total capacity of 50 megawatts in 2013 and 60 megawatts in 2014. Good evening. My talk this evening will cover three main themes. First, I'll outline a timeline of how deep-sea exploration vessels developed. Secondly, I'll describe the most recent of these, the Deep Sea Challenger. And finally, I'll look at some of the benefits of this deep-sea research. Okay, to start with, let's look at how underwater exploration vehicles have developed over the years. The first manned deep-sea exploration vessel was invented in the 1920s. It was called a bathysphere, better known as a diving bell. It was basically a round metal structure with windows with just enough room for two men to sit in. And it was lowered into the ocean on a cable. The first descent in the diving bell took place in 1930. And in 1934, it went down to a depth of nearly 1,000 metres, which was impressive for the time. The problem with the diving bell was that it had no power of its own, and there wasn't much room for the researchers to move around. So, the next development after the diving bell was the bathyscaphe, a small manned submarine invented in the 1940s. The difference between the two was that the bathyscape had its own power source, which allowed the scientists to investigate in the depths of the ocean more freely. A bathyscape called the Trieste reached a record depth of 10,000 metres in 1960. Since then, a new record has been set by James Cameron, who descended to a depth of 11,000 metres for the first time in 2012. So, let's move on now to look at the submarine that took James Cameron so far down into the ocean. If you look at the drawing of the Challenger, you can see the pilot's chamber at the very bottom of the submarine. It's a very small section where the pilot sits and controls the sub and all the equipment on it. Now, let's have a look at how the submarine is powered. Going up from the pilot's chamber, in the middle of the sub, on the right-hand side of the drawing, you can see a whole section covered in batteries. They provide the power source that takes the sub all the way to the bottom of the ocean and back up to the surface again. Next to that, there's another important part of the sub. You probably realise that there's no light at the bottom of the ocean, so the sub needs to take its own. If you look at the back of the sub, in the middle, just next to the batteries, you can see the panel of lights. They provide the light for filming and taking samples from the seabed. And one more part of the sub, which is important for navigation and to stop it spinning out of control, is the large fin at the back. You can see it at the back of the sub, at the top of the drawing. Okay, to conclude my talk, I'm going to ask a couple of questions. First, what is the purpose of this deep-sea exploration? And second, is it worth the expense? I think one of the justifications for spending so much money on this kind of research is that it allows scientists to understand more about the surface of the Earth. For example, how it was formed and how it behaves. This could have important consequences for predicting earthquakes and saving lives through early warning systems. Another reason this type of research is considered valuable is that by exploring unknown parts of the ocean, we increase our knowledge of the availability of minerals for industry. And obviously, this could lead to huge commercial advantages. So, the answer is yes. In the long run, this kind of exploration can benefit both the ordinary population and industry.