Once, when I was a teenager, my father and I were standing in line to buy tickets for the circus. Finally, there was only one family between us and the ticket counter.

     This family made a big impression on me. There were eight children, all probably under the age of twelve. You could tell they didn't have a lot of money.

     Their clothes were not expensive, but they were clean. The children were well-behaved, all of them standing in line, two-by-two behind their parents, holding hands. They were excitedly talking about the clowns, elephants, and other acts they would see that night with their brothers or sisters in a low voice.

One could sense they had never been to the circus before. It promised to be highlight of their young lives. The father and mother were at the head of the pack, standing proud as could be. The mother was holding her husband's hand, looking up at him as if to say, "You are my knight in shining armor."

He was smiling and responding in pride, looking back at her as if to say, "You got that right." The ticket lady asked the father how many tickets he wanted. He proudly responded, "Please let me buy eight children's tickets and two adult tickets so I can take my family to the circus."

The ticket lady gave the price. The man's wife let go of his hand, her head dropped, and his lips began to shake. The father leaned a little closer and asked, "How much did you say?"

     The ticket lady again quoted the price. The man didn't have enough money.

     How was he supposed to turn and tell his eight children that he didn't have enough money to take them to the circus?

     Actually we were not wealthy in any sense. So I understand how the kids would feel. I felt sorry for them.

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Seeing what was going on, my dad put his hand in his pocket, pulled out a $20 bill and dropped it on the ground.

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That day my father and I went back to our car and drove home without any tickets.

    More and more corporations are taking an interest in corporate social responsibility (CSR). CSR is made up of three broad layers. The most basic is traditional corporate charity work. Companies typically spend about 1% of pre-tax profits on worthy projects. But many feel that simply writing cheques to charities is no longer enough. In some companies, shareholders want to know that their money is being put to good use, and employees want to be actively involved in good works.

    Money alone is not the answer when companies come under attack for their behavior. Hence the second layer of CSR, which is a branch of risk management. Starting in the 1980s, with environmental disasters such as the explosion at Bhopal and the Exxon Valdez oil spill, industry after industry has suffered blows to its reputation.

    So, companies often responded by trying to manage the risks. They talk to non-governmental organisations (NGOs) and to governments, create codes of conduct（行为准则) and devote themselves to more transparency（透明）in their operations. Increasingly, too. they, along with their competitors, set common rules to spread risks.

    All this is largely defensive, but there are also opportunities for those that get ahead of the game. The emphasis on opportunity is the third layer of CSR: the idea that it can help to create value. If approached in a strategic way, CSR could become part of a company's competitive advantage. That is just the sort of thing chief executives like to hear. The idea of "doing well by doing good" has become popular.

Nevertheless, the business of trying to be good is bringing difficult questions to executives. Can you measure CSR performance? Should you be cooperating with NGOs and you're your competitors? Is there any really competitive advantage to be had from a green strategy?

    Corporate social responsibility is now seen as a mainstream. Big companies want to tell the world about their good citizenship with their devotion to social responsibilities. Done badly, CSR is often just window-dressing and can be positively harmful. Done well, though, it is not some separate activity that companies do on the side, a corner of corporate life reserved for virtue（美德）：it is just good business.

     (Note: Answer the questions or complete the statements in NO MORE THAN TEN WORDS)

    Last December, Doris Low turned 90. Once a week she still drives to the Canadian National Institute for the Blind (CNIB) in Toronto, where she helps transform literature into Braille(盲文) to bring the power of story and knowledge to the hears and minds of blind readers. She has been volunteering her time and talents to such enterprises foe more than 40 years.

    After working in the business world for a while, Low got fed up. So she turned to teaching at a technical school and later moved into the library.

    Low's mother liked reading. As her eyes began to fail, low read to her. Then “ hearing an advertisement encouraging people to learn Braille, I decided to give it a try.” In 1973, she was certified as a braille transcriber (转译者) and began transcribing books as a volunteer for the CNIB library.

The job was strenuous —she could get to the end of a page, make a mistake on the last line, and have to do the whole thing again. For a number of years, low also worked in the CNIB sound studio reading books onto tape. Three years ago, she took up proofreading (校对) at the CNIB's word factory.

    In April, during Volunteer Week, the CNIB recognized Low for her great contributions. Thanks to volunteers like Low, the CNIB library has got more than 80,000 accessible materials for people unable to read traditional print. “ I can't imagine how many readers of all ages have benefited from

Doris's contribution as a skilled volunteer through her rich voice and her high degree of accuracy in the hundreds of books she has brailled and proofread over the years— and she is still doing so,” said a CNIB official.

     “For me,” said Low, “the CNIB is more than just a place to volunteer. Three thins matter most in my life: a little play, a little work, a little love. I've found them all here.”

    It was a hot summer day that found me running down the street with a dollar in my sweaty hand. The closer I got to Sam & Joe's Stationery Store, the more excited I was. After all, a dollar was a tidy sum for an 11-year-old boy in 1961.

    Out of breath, I swung open the door and got a blast of cold air that instantly cooled me off. I was in a place of pure happiness. Sam & Joe's had it all—books, candy, toys, baseball cards，puzzles and games. I went directly to the bar and ordered a bottle of soda. There I sat, considering my next move.

    Books always came first. I picked out five titles. Next came the candy, rows and rows of it. I chose five candy bars, which brought my total to 75 cents. Then a bottle of cold orange juice, a bag of chips and a pack of Ted Williams baseball cards. After paying the clerk, I still had 5 cents.

    I hurried directly to my backyard, where an apple tree patiently waited for me. There, sitting in the shade against its strong trunk, I read my books, ate my candy and drank my orange juice.

    As I sat in my own personal heaven, I started thinking about having more. That's when a fantastic life—changing idea popped into head: If I could get more money, I could buy more books I liked, buy anything I wanted. That's how it all started.

    The bald eagle has been an official symbol (象征) of the United States for more than 200 years. Now it will share the stage with another American animal—the bison. Last spring, this huge, hairy animal became the country's national symbol.

    Bison, also known as buffalo, are the biggest land animals in North America. They have played a big role in American history.

    Long ago, millions of bison traveled across the U. S. Many lived in the grasslands of the Great Plains. For hundreds of years, American Indians in that area needed bison meat for food. They used the skins to make clothing and houses, and the bones to make tools.

    Later, many settlers moved to the Great Plains to set up farms and towns. They hunted bison in large numbers. By 1900, bison had almost died out. Only about 1,000 bison were left. Since then, people have worked hard to save the bison. Today, there are more than 400, 000 bison in the U. S. They live in protected areas and all over the nation. Their comeback is seen as a great success.

    To recognize the bison's importance in U. S. history, wildlife groups and American Indian groups asked U. S. lawmakers to make the animal a national symbol. Lawmakers passed a bill, or plan for a law, to do that. The President then signed the bill into law.

    U. S. Senator John Hoeven of North Dakota was one lawmaker who pushed to get the law passed. “The bison is an amazing animal,” he told Scholastic News. “It's a great symbol for a great country.”

    In 1940 the German army entered the Netherlands, beginning an occupation that lasted five years. Members of the Dutch royal family(荷兰皇室) were forced to go to the United Kingdom to avoid being caught. However, the threat of German bombing attacks meant that England was not completely safe. For this reason Princess Juliana and her daughters, Princesses Beatrix and Irene, moved to Canada and settled in Ottawa. In January 1943 Juliana gave birth to a third daughter, Princess Margriet Francisca. The Government of Canada temporarily declared her place of birth as outside of Canadian land, meaning Margriet could hold Dutch citizenship and therefore still be qualified for the Dutch throne.

    In 1945, the Dutch royal family returned home. Shortly after her return, Princess Juliana presented 100,000 tulip bulbs to Canada in appreciation of the important role played by Canadian troops in liberating the Netherlands and for providing her family with a safe place during the war. The following year she sent 20,500 tulip bulbs. Juliana continued to send thousands of bulbs as a yearly gift, a tradition that continued after she became queen in 1948. The gift of tulips is an ongoing tradition, and each year the people of the Netherlands and the Dutch royal family each send 10,000 bulbs to Canada in recognition of the close ties between the two countries. The gift of bulbs and the tulip flowers attracted interest and visitors in Ottawa. In 1952 Karsh, an Armenian-born photographer, suggested the idea of a tulip festival to the Ottawa Board of Trade. The first Canadian Tulip Festival took place in 1953. The first festival proved popular, and it became a yearly event. To mark the festival's 50th anniversary in 2002, Canada Post issued a series of commemorative stamps(纪念邮票) and plates featuring the flowers and Princess Margriet returned to visit Ottawa. In the following years the festival began to focus more on international friendship and the festival's historical origins. Now it is one of the world's largest tulip shows.