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�海洋公園隨處小便？有圖有真相（圖），文件倉有網民話前日去海洋公園，見到兩個小朋友遊客�公園內周圍小便， 張相更被網民瘋傳熱議。睇張相兩個小朋友由家長陪同，估計有可能係搵唔切廁所，�植物旁邊「就地解決」。有網民仲懷疑佢�係內地遊客，但Emily 無從考究。海洋公園證實，相中地點係園內景點「香港老大街」入口，話對事件關注，希望遊客唔好隨處便溺，仲話老大街步行2 分鐘就有廁所。

Source: The Daily News, Jacksonville, N.self storageC.Aug. 20--As you sit and talk with Jack Lengyel about his memories of taking over the Marshall football program after the tragic 1970 airplane crash that killed 75 players, fans and school officials, for a brief moment it almost feels he was describing a movie and not reality.Actually, the 78-year-old Lengyel was doing both.Yes, there was a movie about the crash of Flight 932, a twin-engine 95-seat Southern Airways DC-9 that left Kinston at 6:38 p.m. on Nov. 14, 1970, for an expected 52-minute flight back to Huntington, W.Va.That move, entitled "We Are Marshall," recounts the crash and its aftermath and how Lengyel and many others helped the football program, the university and the community recover from an almost unimaginable tragedy."We never thought that would ever be turned into a movie," Lengyel said before addressing the Dixon Football Gridiron Club on Saturday night.Lengyel has hundreds, if not thousands, of stories of his time at Marshall, many obviously focused on that first season, which began with his hiring just over a month before spring practice was set to start.As he hit town, Lengyel had just three varsity players -- three, all of whom had been hurt and hadn't make the trip to East Carolina."We had to evaluate everything," Lengyel recalled.Personable and friendly, Lengyel is more than just a retired football coach and athletic director. He's a storyteller, and I could have sat for hours listening to him reflect and remember about his time at Marshall.A sampling of his memories:-- On how he managed to win two games that first season."We knew that we could out-condition people. We could out-discipline them. We could be tough, but we were going to be inexperienced. You could fault us for inexperience, but you could never fault us for determination, physical conditioning, etc."And then we would insert gambles. We would pass from punt formation. ... We stunted and we gambled. You never knew what we were going to do. We never had a pattern."-- On that first spring practice."I told every player, 'I'm going to put you in a spot and if you don't like where you are, come and see me because I'm not sure. I haven't seen enough of you, but let's say you're the big tackle and now we're making you play end and you want to play tackle. I may tell you, 'I'm sorry son, I don't have anybody else, 迷你倉ou've got to play.' Or I may say, 'OK.'"I gave them great latitude to put the team together."-- On Marshall beating Xavier 15-13 in its first home game on the final play."Xavier was favored by three touchdowns. That was just a great ballgame because of how it played out. We scored the winning touchdown with no time on the clock. In fact, the quarterback napped the ball with one second to go and the gun goes off."We throw a bootleg throw-back pass and Jack Crabtree levels the backside halfback and he (freshman Terry Gardner) walks into the end zone and they just came out of the stadium and filled the field."-- On the movie, "We Are Marshall.""Overall, it was pretty good. (But) the last play, they run a bootleg on the 13-yard line into the sideline. I said that's the dumbest play. I said if they ever see that play in the game, they'll say that's the dumbest football coach in America."Now what we did was fake the bootleg ... and threw back to the halfback that came out here to the wide side of the field. ... They said they'd correct it. They never did. What they did in the film (is) the ball is in the air, flashback; ball's in the air, flashback;"By the time they got to that you don't even remember what the play was."-- On being a "consultant" for the movie."I was just like any other movie consultant. They don't listen to a damn thing you tell them."And then there were Lengyel's recruiting stories. He said he went to Moeller High School in Cincinnati, which had two players at Marshall who died in the plane crash. At the time Moeller was coached by Gerry Faust, who would later go on to Notre Dame.Lengyel said Moeller had 12 players sign "big-time scholarships.""Gerry said you can't touch any of these 12," Lengyel said, "but he said, 'I got this kicker." I said, 'Geez, Jerry, I need linemen. I can't take a kicker.' He said, 'Well, he's a good one.'"You can guess what happened, can't you?"The kicker goes on to Dayton," Lengyel said. Wait. Wait. "And he beats us with a field goal."Did Faust give Lengyel an I-told-you-so telephone call?"No," Lengyel said, "I did not get a call."Sports editor Rick Scoppe can be reached via email at rick.scoppe@jdnews.com or by calling 910-219-8471.Copyright: ___ (c)2013 The Daily News (Jacksonville, N.C.) Visit The Daily News (Jacksonville, N.C.) at .jdnews.com Distributed by MCT Information Services文件倉

四川經濟日報綿陽訊 8月14日，存倉綿陽市工商局黨組書記蔡軍一行前往“掛幫包”聯繫村——游仙區魏城鎮鐵爐村進行幫扶工作調研。提升鐵爐村產業發展，拓展農民增收渠道，建設美麗富饒鐵爐新農村是此次蔡軍一行調研的工作重點。針對該村提出的打造種植、養殖、餐飲旅遊等特色產業，推動農村經濟發展等願景和期盼，綿陽市工商局當場表示在該村所擬設立規模化公司涉及相關登記事項以及涉農商標註冊申請等方面予以大力支自存倉，企業群�代表的歡迎。“開展‘掛幫包’活動，是推進農村扶貧工作和新農村建設的重要舉措，也是進一步轉變幹部作風，服務基層群�，密切黨群幹群關係的具體實踐。”蔡軍表示將緊密結合鐵爐村的建設實際、發展實際，好事辦實，實事辦好，將“掛幫包”活動開展成為群�認可與稱道的一項“民心工程”。調研中，綿陽市工商局還向鐵爐村村委會及兩名困難在校大學生現場捐助了共計9000元的現金。（姜海濤 呂天清文/圖）迷你倉新蒲崗

Casino operator Galaxy Entertainment reported a 35 per cent jump in first-half net profit to a record HK$4.迷你倉價錢65 billion as Macau gaming revenues continued their robust growth.The figure beat a consensus forecast of HK$4.35 billion in a Bloomberg poll.Revenue rose 9 per cent from a year earlier to HK$30.8 billion.Last week, Fitch Ratings revised its base case outlook for growth in Macau’s gaming revenues this year to 14 per cent from 11 per cent as the VIP segment continued to perform better than expected.Galaxy is competing with other gaming giants, including SJM and Sands China, to expand in Macau’s increasingly popular Cotai Strip. Last month, it acquired the Grand Waldo casino resort, next to its flagship Galaxy Macau, for HK$3.25 billion.Gaming had been suspended at the Waldo until its迷你倉庫relaunch in six to nine months, deputy chairman Francis Lui Yiu-tung said.Chief financial officer Robert Drake said: “Galaxy phase two [incorporating Grand Waldo] is on schedule and on budget for completion in mid-2015.”The firm expects to start construction on phases three and four by early next year.“The company’s balance sheet has never been stronger or more liquid,” Drake said.Cash on hand rose 16 per cent from the end of last year to HK$18.1 billion.Galaxy reduced borrowings by about 35 per cent to HK$6.8 billion with an early debt prepayment this quarter.The firm was selected as a constituent of the blue-chip Hang Seng Index in June, the second casino operator to be included, after Sands China.Shares of Galaxy fell 2.5 per cent to HK$42.90 yesterday. The market dropped 2.2 per cent.儲存

Source: The Times-News, Twin Falls, IdahoAug.儲存倉 20--Many Idahoans' names, for one reason or another, end up on the state's unclaimed property list.People get divorced, they get remarried, they move out of state. And sometimes they don't leave the bank a forwarding address. "Unclaimed property" usually doesn't refer to land or a house. Rather, it's money -- checking accounts, savings accounts, stock dividends, mutual funds and utility refunds -- or items stored in a safety deposit box.At times coins, gems, jewelry and stamps are reported unclaimed by hospitals, hotels and financial institutions. Businesses turn over those assets to the state, which tries to reunite the valuables with the owner or estate.The Idaho State Treasurer's Office provided this sampling of 75 people who own unclaimed property valued at more than $100. Their last known addresses are in south-central Idaho. But many other people are on the list, too.Be proactive by searching your own name at sto.idaho.gov. You might be surprised at what you find.BELLEVUEChristopher PoynterBUHLTara Kaye BridgesP. ClineJames Lee Douglas-BridgesStacy L. FisherLauri FothergillDaisha MaloneyJeff MaloneyBURLEYPaloma D. ClawsonDavid J. CrystalJim JohnsonGlenda J. LainhartE. Jo Lene SummersCand迷你倉沙田nce E. ThomasTwin Falls County So.FAIRFIELDAnna V. HyattGOODINGWilma GribbleE. Greagory Thompson MDHAILEYBuymedia Inc. Marketron A Division of BuymedElma CannavinoJames CannavinoSharon Bruhy GrosvenorMargaret E. TraylorJEROMEViola DavisRandy L. DudleyKETCHUMJacqueline FarrisGlassmasters Inc.Erin E. LeadyKathleen Mac DonaldGordon PlagerAndrew S. PortilloKathleen M. RyanAntoine Cule TchouleStarr Kruesi WeeksPAULJohn A. FullerRUPERTLorraine HareSUN VALLEYBruce S. ManheimScott USACarol S. SedlackSun Valley LodgeTWIN FALLSGary L. ChappelNorma L. CoinerDelitha ConnerMatthew A. DavisionSandra J. DavisionRyan DekruyfF. Pena ElidaEstate of Miss Nan MoonFirst Federal Savings BankJonathon P. FordEverett E. FrameGepeddosFigueroa Paula GonzalezM. L. GrieveMichael GuellerAnna E. HayesHoracio HernandezVega Javier N. IribeJulian O. Nicholson MDAlejandra KnapePaul LewisLynwood ManorMeristar HotelLloyd H. MillerGeri L. NielsonOwen Hardwood FloorsDale J. PetersonCharles T. ShenkAdriana SorleaRoger S. StaleyAngela L. SternerTheisen Motors Inc.Troy WilliamsWENDELLBruce T. KubikRafaela G. SalazarCopyright: ___ (c)2013 The Times-News (Twin Falls, Idaho) Visit The Times-News (Twin Falls, Idaho) at magicvalley.com Distributed by MCT Information Services迷你倉價錢

The Securities and Futures Commission should be stripped of its power to prosecute because it lacks sufficient internal regulation and oversight, Hong Kong’s top prosecutor has warned.迷你倉出租SCMP, August 17The old Latin aphorism coined more than 2,000 years ago still says it best: Quis custodiet ipsos custodes? Who guards the guardians themselves?It is why I congratulate our Director of Public Prosecutions, Kevin Zervos, for saying at long last what people in authority should long ago have said and what I have repeatedly argued in this column – the SFC needs to be reined in.What we have here is a law enforcement agency that has not only written its own law, the Securities and Futures Ordinance, but acts as both policeman and prosecutor and sometimes as jury and judge, too.Fortunately, the SFC is not allowed the roles of jury and judge in criminal cases. These it must bring to a proper court of law. But it has created an intermediate level of offence, which it can have tried in special creations called market misconduct tribunals. These do not have the power to send offenders to prison but also do not require proof beyond a reasonable doubt, only the balance of evidence.It may seem like a fair trade-off but in the investment business it is not. An SFC investigation with its costly and lengthy legal processes can easily destroy the reputations and careers of investment professionals and render the rest of their lives an ongoing misery. A jail sentence is not much worse.In my opinion, as a former investment analyst in this town for almost 20 years, the SFC uses its powers too casually.There is, admittedly, a right of appeal to a Securities and Futures Appeal Tribunal (SFAT) presided over by a judge, but the difficulty here is that the tribunal likes to restrict itself to points of law and procedure, arguing that it does not have the expertise of securities regulators in investment matters.This view might have some merit if regulators were recognised investment exper儲存倉s. In the SFC, like most regulators around the world, this tends not to be the case. The SFAT has thus made itself an example of the blind directing the blind.What makes it worse is that new regulations drafted by the SFC rely increasingly on professional judgment. For instance, it is now a criminal offence for a listed company not to divulge price-sensitive information to the general public.But just what constitutes price-sensitive information and when does it do so? These are not always easy questions to answer and regulators who attempt it easily do so out of context. Company directors are thus now in danger of imprisonment for making decisions differently from the way they might be made by someone not familiar with their businesses.So, yes, I applaud Mr Zervos on this one. The powers of the SFC need to be checked.Then again, however, in the same issue of this newspaper in which we reported on his stand we carried a report of two people sentenced to jail for five years for money laundering. What crime had they committed to make the money they had handled the proceeds of a crime and therefore laundered money?We do not know. We were not told. It is entirely likely that a judge or jury would not really have known. But all either would have to have been is convinced that the offence looked like money laundering to a reasonable person. The definition of a reasonable person is left vague. In practice, it means people who have little or no familiarity with commerce.It was unlikely to be drug money. We already have a separate law for seizure of proceeds of drug trafficking. Terrorism and tax evasion are also highly unlikely candidates.More likely this was just the underground cross-border funds flow system in action, which helps the wheels of commerce move. Beijing continues to be reluctant to accept the terms of how a modern economy operates.We should not allow our prosecutors to treat this as a crime. You need a guardian, too, Mr Zervos.jake.vanderkamp@scmp.com迷你倉沙田

Good executives can become great by internalising certain additional qualities to reach his full professional potentialMANY business executives are good and successful.迷你倉新蒲崗 They share a few obvious traits in common: hard and smart-working, focus, perseverance, drive, constantly updated domain knowledge and so on. However, not every good executive goes on to become great in the true sense of the word or even reaches his or her full professional potential.So, what is the elusive recipe that transforms an executive from good to great? After a lot of thought and research backed by a decade-and-a-half of executive coaching to many a C-suite business executive in various industries, I have come to believe that in addition to the above-mentioned obvious traits, truly great executives almost unfailingly possess certain additional qualities, all of which any executive can acquire in partnership with a competent coach adept at helping the coachee to internalise them.Here they are, in no particular order:Ability to respond to an unpleasant person, event or situation, rather than react to it;Being driven by aims and goals, and plan and strategy, rather than by expectations;Recognising the confluence of their passion and talent, and overlaying it with their professional experience; this may also be described as answering their "professional calling";Intelligent and sustained networking; andEmpathic listening.Let us examine in some detail these traits that make a good executive great.Respond, not reactEncountering disagreeable people, provocative communications and experiencing unfavourable events, situations and circumstances is part and parcel of today's executive life. Without realising, most executives react to these rather than respond to them.What is the difference? When you react, you are driven externally - usually by something that you haven't liked in the first place. Naturally, this brings into the equation certain amount of negativity and prevents you from acting to the best of your ability and judgement. One runs the risk of shooting from the hip, as it were. On the other hand, when you respond, you are driven internally - you take all into account, use your ability and judgement to decide on how to proceed, for example, seek clarification/more information, consult others, and look at all the available options before deciding on your course of action. You act, not react. This latter approach - of responding instead of reacting - substantially reduces the probability of making mistakes and invariably leads to superior conduct and decision making - which is one of the pillars of executive greatness.Within the workplace, a senior executive known for reacting with a quick temper may be feared by her juniors but will never win their loyalty that a great one unfailingly does though her deliberate and well-considered handling of the situation with an obviously calm yet firm response. Fear does not win subordinates' respect or loyalty; yet genuine respect and loyalty on their part is what wins their commitment and helps enhance the executive performance.Aims and goals, plan and strategyOne does not operate in a vacuum in the business world. People, events and circumstances - both internal and external to the workplace - have a tendency to turn the currents and cross currents to unfavourable from time to time. In sum, no one can ever have a complete control on all the parameters and variables leading to the outcome of an effort all the time. Usually, the better you plan and the more adroitly you handle a proposition with attention to details, the higher is the expectation of favourable result.Now, no one would argue against meticulous planning and attention to details - these do indeed give you a greater probability of success - and usually that is how it happens. But it also imbues a belief that done right, things will necessarily go right. And when occasionally that does not happen due to factors beyond one's control, one is disappointed. Accumulated disappointment results in frustration and stress and that leads in short order to unhappiness! These negative emotions impair the ability to think and act rationally and put an executive to substantial disadvantage as compared to some other who takes into account the nature of the corporate world (that is, occasionally things would go wrong despite the best efforts). Great executives internalise this and get rid of expectations. They develop professional detachment to remain positive and act at their best all the time under all circumstances - favourable as well as unfavourable.A word is necessary here on "professional detachment". Professional detachment is not indifference to the work responsibility or the outcome, for that would be grossly irresponsible. It is the determination to do your very best under all circumstances but, recognising the very nature of the business and corporate world, not letting an adverse outcome disturb your inner peace, for it would otherwise diminish your performance. "Expectation" is not aim, goal or target. It entails emotional attachment to the outcome instead of focusing on effort and action.If belied, expectation results in disappointment and emotional distress, and very likely diminishes your performance ahead until one gets over that disappointment. Take the example of a mountaineer:Her aim is to scale the highest peaks on all continents of the world.Her goal is to conquer Mount Everest next summer.Her plan is to join the Singapore Everest Expedition.Her strategy is to train in the Himalayas to acclimatise herself better for the challenge ahead.But if she expected to necessarily succeed - and should she have to turn back only after having climbed 28,900 feet due to foul weather, she will remain heartbroken for not having climbed the remaining 129 feet to the peak instead of deriving the satisfaction from having scaled a creditable height of 28,900 feetHowever, had she recognised at the outset - and emotionally accepted - the uncertainty inherent in the outcome of her effort, she may try again - with better preparation and equipment - and may well succeed this time.The same principle applies in the business and corporate world.In sum, great executives develop professional detachment; are driven by aims and goals and plan and strategy - all of which they can recalibrate as the circumstances change. So, get rid of the scourge of expectation, that is, obsessive attachment to the outcome. And don't confuse "expectation" with the "fire in the belly"; the latter can indeed be a great driver in striving for success.Professional callingIt is about recognising your real passions, combining one of them with one of your real talents, and leveraging their intersection with your experience and networking. Passion is what lies underneath your manifestly real interest. It may be found methodically with the help of an experienced coach. In any case, it entails going as far back in your recollections as you can to figure out what was it that you were doing which made you so happy then that you never felt tired of doing it and always looked forward to it. Such activity would also energise instead of draining you. Next, what was "in it" that made you so happy? For example, different golfers love the game for different reasons - so the real passion underneath the game itself for each one may vary. Different executives may be passionate about similar jobs or tasks but for different迷你倉出租reasons. You have to find what is at the core of that which hugely interests you. More about it is in the example later in the article.Talent is what you are naturally good at. Remember, a skill can be learnt but talent is inherent. Talent is what you naturally, effortlessly and consistently do well - somewhat like a fish taking to water. Often others are better judge of our talent than we ourselves are unless we are fairly self aware. Also, do not confuse talent with strength. A talent does not become strength until properly harnessed with sustained practice and smart hard work. The point here is to find a practical meeting point of your real passion and real talent - first within your own current vocation or job, and if it does not lie there (for example, even when you do a good job, you don't like it at all), then even outside it so that you can happily give your very best to your job or vocation all the time.This confluence is your calling where you will be able to give your best - naturally and happily always. When you love what you do, and do it consistently well, it makes for the most important ingredient for success and helps you realise your potential.Experience is easy to figure out. One should never be over much concerned about lack of experience, for unlike passion and talent, it can always be gained!But when one thinks about her experience, she should:Not limit it to her work experience only, andDrill it down to the generics (for example, working in banking also gives one an experience of the corporate world; doing community work may give experience of organising, etc.)Let me share my own experience of finding my calling. I had been in banking and finance for 30 years when I thought of doing something which I would do well and really enjoy. At that time, my mentor pointed me to finding my calling.How I went about itI loved teaching - I taught nuclear physics for three years in the US and India; I got into the corporate life of banking purely for more money due to personal circumstances. Even as a teenager, I loved helping my peers and juniors with their academic challenges and also used to coach younger players at cricket, the game I was good at. Clearly, in imparting/sharing knowledge (teaching/coaching/mentoring) lay my passion.What I really did well and enjoyed most in my long banking and finance career were those roles which required interacting with people (my direct reports, peers, bosses, clients and other market players). Not only that, I was quite successful in forging business alliances and adept at negotiation. So, it seemed that people skill was one of my talents.Experience was easy to figure out - I had been in the corporate world with specialisation in banking and finance already for 30 years.So, in my post-banking and finance life, I was incredibly lucky to get this insightful advice from my mentor, and was able to combine:My passion for teaching with my banking experience - and ended up training senior bankers all over Asia, andmy experience in the corporate world with talent in people skill plus my passion for teaching and guiding. It all combined in my executive coaching practice, I have also continued with corporate banking consulting to leverage on my banking experience and contact network.So, once you have answered - or nearly answered - your professional calling, you will be doing what you are naturally good at, and you love doing it too. Then how can you not do the best that you are capable of doing?NetworkingThe title of David Arvin's book on networking says it all about the efficacy of social and business networking: "It is not whom you know, but who knows you" that matters! Professional networking is as much an art as it is science. First of all, it is not merely social and business partying or having a good time with the buddies. The purpose is to connect - and remain connected - with those who can contribute to furthering your business interests by facilitating enlargement of your circle of influence. The key to achieving it is in getting to know those who matter well enough to enlist their assistance when you need. "Knowing" them includes being also aware of their interests and some non intrusive personal details to leverage on to cementing the relationship further (for example, casually sending some interesting relevant information to someone who may have mentioned her plans to take a holiday in Greece next summer).It pays to maintain a database of all professional contacts and updated notes about them. Also, do not forget to send a little greeting within a reasonable period of having made a new contact - or a suitable note after your meeting with an existing contact. It makes them feel important and people love it; it helps you stand out in their memory. One can be good at networking whether introverted or extroverted.The extroverted needs to be careful not to be too full of oneself while interacting and the introvert needs to show keen interest and listen intently to gather important information while making new contacts and working the crowd in a party or gathering.Networking is an important integral part of the work - it is not a waste of valuable executive time. The connections that you make - and further your reach that those connections would provide you - are the recipe for getting done what otherwise you may not have been able to do so easily.Empathic listeningUnfortunately, giving pert or ready response or retort is often considered as a hallmark of intelligence and smarts for an executive. Such executives listen primarily to respond. As they hear, part of their brain is already working on a "smart" response.Then how can they give a well-considered and thoughtful response which typifies a great executive? Remember, when someone talks to you, no more than 20 per cent of communication is verbal; the rest is through body language and their manner of speaking including pause, hesitation and inflexion in the delivery. It pays to pay rapt attention to all of it to completely understand their point of view and underlying emotions first before you thoughtfully formulate your response, addressing their concerns, misgivings and fears rather than summarily brushing it all aside even as you may rightly know that they are wrong.Empathic listening is like absorbing the other person's ideas, complaints and emotions like a sponge. Only then can you process it in totality and respond most effectively and have a good chance for win-win results - which are so important for sustained success in business with regular counterparts.Any list of the traits leading to the executive greatness cannot be exhaustive - and this list is no exception to that rule. But my experience has shown that one or more of these five traits may go missing and the executive concerned may yet be good and successful due to other overwhelming qualities.But when all of them are found in a good and successful executive, together with the other obvious qualities such as hard and smart working, focus, drive, perseverance, constantly updated domain knowledge etc, she cannot fail to realise her full potential and, more often than not, would go on to attain true executive greatness. That's why I call it the Tao of Executive Greatness.The writer is a nuclear scientist by academic training, a banker by profession, a coach-cum-mentor by vocation and calling, and a music and cricket lover by his other passion (e-mail: gupta@singnet.com.sg)儲存倉

　　故宮博物院院長單霽翔每天上班最喜歡做的事情之一，mini storage就是登上午門城樓往南望。每當假期和旅遊旺季，午門和端門之間偌大的廣場，就有不亞于火車站的人潮湧動——遊客將在這裡完成購票、安檢等一系列進故宮前的準備。今年暑假，單霽翔高興地看到，廣場上井然有序、不再烏泱一片，這並非因為遊客少了，而是故宮準備好了。　　8月14日下午，北京炎熱無比，單霽翔帶著中國青年報記者從端門走到午門，一路興奮地介紹故宮的新變化。兩門之間30680平方米的廣場，像準備室和緩衝帶一樣保護著故宮。　　自從撤掉了不規範的展覽，端門朝房的功能日趨顯現。位於端門西朝房的故宮博物院觀�服務中心去年對外開放。從去年12月開始，這裡又進行了基礎設施改造提升。今年8月1日再次�用後，工作人員的辦公區域明顯縮小，故宮將更多空間讓給觀�休息。　　午門東西兩側的售票處已經從8月1日起正式關閉，全部移到了端門西朝房。30個售票窗口保證遊客在3~5分鐘內買到票，如果排隊超過15分鐘，故宮就會�動緊急預案。端門西朝房南側增設了一個面積112平方米的公共衛生間，比廣場上原有衛生間的面積增加一倍。廣場還安放了自動售賣機，喝水也不再是難題。　　遊客進故宮的最後一道程序是安檢和檢票，現在進故宮，排長隊的“盛況”不復存在，已如進地鐵一樣順暢。以往擠在午門東西門洞外的安檢和檢票通道，全部挪到了空間開闊的午門外廣場，檢票通道由12條增加到20條；安檢通道從“兩機兩門”增加到“六機十二門”，並設置了兩個應急通道；安檢人員從12人增加到暑期的96人和淡季的64人。“現在我們是專業的了。安檢由以前的本院職工改成專業的安保人員。一個小打火機都能檢查出來。”單霽翔說。　　防火對木結構建築群的故宮來說簡直“生死攸關self storage。此前，單霽翔曾在故宮里撿到過1000多個煙頭。而自5月18日故宮實行“全面禁煙”以來，“在故宮里撿煙頭已經沒那麼容易了”。8月15日，故宮正式禁止火種進入。當天，故宮共截下了8000多個打火機，大部分遊客表示理解和支持。這些打火機會被送到故宮遊覽的出口——神武門外的“打火機領取點”，遊客離開時可自行領取。　　除了加快參觀流程的速度，增加展覽面積，也是故宮分散客流的措施之一。　　作為遊客參觀故宮的第一站，端門城樓將在傳統建築內開闢一個數字博物館。遊客可在進故宮前，在此觀看相關影片，還能進行人機互動的體驗。單霽翔說：“紫禁城5點半必須清場，端門在開放時間上比較寬鬆。建議遊客進宮前先來這兒，通過數字影像對故宮有一個整體印象。”　　長期作為庫房的午門雁翅樓，也已完成了改造前的最後清場。現在看來還稍嫌破敗的雁翅樓展廳，面積達2800多平方米，修繕完成後，將成為故宮面積最大、功能最全、規格最高的現代化展區，在2015年故宮90周年院慶時正式開放，主要用于世界上其他博物館的來華展覽。　　今年5月4日，一名男子打碎了翊坤宮正殿原狀展室的一塊窗戶玻璃，使得臨窗的一座文物鐘錶（國家二級文物）跌落受損。經過兩個多月時間，該鐘錶已經修復完畢，重新展出。單霽翔說：“這座18世紀的英國鐘錶又能正常走時、打鐘、轉動水法了，然而仍有兩處傷痕成為永久性損傷。”經此事件後，故宮加快了展室門窗的改造進度，今年將更換養心殿、翊坤宮等西六宮主要建築的玻璃。新材料將更輕更防砸，不會增加窗框的承重負擔。　　單霽翔誠懇地說：“故宮要讓遊客滿意，要平安，這是我作為院長的兩個大任務。如果有誰知道怎麼做對故宮更好，一定要告訴我。”（記者 蔣肖斌）標簽：故宮 單霽翔 朝房 午門 安檢迷你倉

自從緬甸總統吳登盛政府上台後，mini storage國家整個步伐邁向民主，除了釋放政治犯，亦決心進行經濟開放改革，希望吸引大量跨國企業進駐，務求成為亞洲最後一個前沿市場（即擁有龐大潛力）。從地緣政治思考，緬甸乃夾在印度與中國之間中南半島的最大國家，其經濟發展勢必影響它對中、印兩國的經貿關係。有政治開放支持然而，經濟改革是條漫長道路，緬甸身為礦產資源非常豐富的國家，在內陸及沿海，均蘊藏大量石油及天然氣；同時，水力資源充足。如此背景，造就緬甸成為農立國，全國總就業人數有60%至70%為農民，另有10%從事工業。雖然緬甸風景優美，名勝古蹟又多，但早年因軍政府獨裁統治，拖累其旅遊業一直處於不振狀態。事實上，緬甸在十多年前，已嘗試推行第一次經濟改革，可惜失敗告終。因此，今次吳登盛提出「第二次戰略改革」，它是否真的能為緬甸經濟帶來新轉機？抑或再次因政治風險而面臨第二次失敗？對此，筆者對緬甸經濟前景是傾向樂觀的。首先，今次的「經濟第二春」，有明顯的政治開放支持；雖然軍方仍手握政治實權，但有實力人士，似乎發現（可能受到中國改革開放所啟發）政治經濟稍微開放，可以「做大個餅」，分一點利益給其他社會人士，自己的既得利益集團得益竟然會更多！姑勿論這個想法的對錯，總之當地政治越來越開放。儘管緬甸基礎設施落後，銀行體系不發達（本來在self storage0年代經濟改革後，有明顯改善，但隨�經濟金融體系崩潰而開倒車），又缺乏專業人才，這些因素均阻礙外國投資者的信心與步伐。不過，隨�緬甸政治轉型和對外開放，去年新政府更頒佈新的《外國投資法》和《經濟特區法》，再次�動金融改革和電信改革，並成立國家級投資委員會，難怪世界經濟論壇東亞會議6月首次在緬甸舉行；有報告更指出，緬甸經濟在2013至2014年，有望錄得6.75%正增長。農業酒店商機大據了解，吳登盛希望緬甸能夠改革成為高科技型國家，但據政府公佈的數據，截至去年底，全緬6,000萬人口中，手機用戶僅有540萬人，由此可見，緬甸電信業才剛起步，能源開發亦方興未艾，倒不如認清自己的比較競爭優勢，從中專注發掘投資機會，如藉�豐富天源優勢，發展「綠色經濟」，加大力度振興旅遊業及酒店業。事實上，有不少廠家雖然對投資緬甸蠢蠢欲動，但眼見基建和勞動力的配套和技術不足，也想起了其他行家90年代損手的慘痛經歷，都猶疑不決。筆者傾向認為，現階段仍應以投資農業、酒店和低價值製造業為主。另外，現時緬甸仍有少數民族無法獲得公平待遇，最佳例子便是北部的克欽邦。筆者認為，穩定的政治有助經濟順利改革發展，因此，吳登盛需繼續推進少數民族和宗教和解，實現國內和平與政治穩定。黃元山大學教授、國際投行前董事總經理本欄逢周二刊出 迷你倉

秋天的旅遊熱點，文件倉除了日韓紅葉，新疆的金秋亦名不虛傳。想貼身感受這片神秘土地的多變魅力，就要把握最後機會，報名參加慈善團體點滴是生命舉辦的「點滴善行在南疆2013」籌款團，從喀什出發，以雙腳走過海拔5,000米的帕米爾高原、天門大峽谷及世界第二大沙漠塔克拉瑪干等景點，沿途經過中國及巴基斯坦的邊境口岸，又會到布倫口鄉民族存倉心小學探訪，了解當地小童的就學情況。9天行程共行走100公里，籌得款項將用於修建塘壩及水窖，為內地乾旱山區的學校和農村解決缺水問題。出發日期為9月20日至28日，團費HK$19,800，最低籌款額HK$6,500，名額30人，截止報名日期為8月30日。網址︰.charitytour.adropoflife.org.hk自存倉