Questions 22 to 25 are based on the conversation you have just heard.

Passage One Questions 26 to 29 are based on the passage you have just heard.

Passage Three Questions 33 to 35 are based on the passage you have just heard.

Passage Two Questions 30 to 32 are based on the passage you have just heard.

French fries, washed down with a pint of soda, are a favorite part of fast-food lunches and dinners for millions of American youngsters. But 47 a cue from health experts, a group of 19 restaurant companies are pledging to offer more-healthful menu options for children at a time when 48 is growing over the role of fast food in childhood obesity(肥胖症). Burger King, the nation’s second-largest fast food chain, for instance, will 49 automatically including French fries and soda in its kids’ meals starting this month, although they will still be 50. Instead, the company said Tuesday, its employees will ask parents whether they 51 such options as milk or sliced apples before assembling the meals.“We’re asking the customers to 52 what they want,” said Craig Prusher, the chain’s vice president of government relations. Other participating chains, with a 53 of menu options, including Denny’s, Chili’s, Friendly’s and Chevy’s. As part of the Kids Live Well campaign-expected to be announced 54 Wednesday—participating restaurants must promise to offer at least one children’s meal that has fewer than 600 calories(卡路里), no soft drinks and at least two 55 from the following food groups: fruits, vegetables, whole grains, lean proteins or low-fat dairy. Among other requirements, they must offer a side dish that meets similar 56, with fewer than 200 calories and less than 35%of its calories from sugar.

The Magician The revolution that Steve Jobs led is only just beginning When it came to putting on a show, nobody else in the computer industry, or any other industry for that matter, could match Steve Jobs. His product launches, at which he would stand alone on a black stage and produce as if by magic an “incredible” new electronic gadget （小器具）in front of an amazed crowd, were the performances of a master showman. All computers do is fetch and work with numbers, he once explained, but do it fast enough and “the results appear to be magic”. Mr Jobs, who died recently aged 56, spent his life packaging that magic into elegantly designed, easy-to-use products. The reaction to his death, with people leaving candles and flowers outside Apple stores and politicians singing praises on the internet, is proof that Mr Jobs had become something much more significant than just a clever money-maker. He stood out in three ways－as a technologist, as a corporate （公司的）leader and as somebody who was able to make people love what had previously been impersonal, functional gadgets. Strangely, it is this last quality that may have the deepest effect on the way people live. The era of personal technology is in many ways just beginning. As a technologist, Mr Jobs was different because he was not an engineer－and that was his great strength. Instead he was keenly interested in product design and aesthetics （美学）, and in making advanced technology simple to use. He repeatedly took an existing but half-formed idea－the mouse-driven computer, the digital music player, the smartphone, the tablet computer（平板电脑）－and showed the rest of the industry how to do it properly. Rival firms competed with each other to follow where he led. In the process he brought about great changes in computing, music, telecoms and the news business that were painful for existing firms but welcomed by millions of consumers. Within the wider business world, a man who liked to see himself as a hippy （嬉皮士）, permanently in revolt against big companies, ended up being hailed by many of those corporate giants as one of the greatest chief executives of his time. That was partly due to his talents: showmanship, strategic vision, an astonishing attention to detail and a dictatorial management style which many bosses must have envied. But most of all it was the extraordinary trajectory （轨迹）of his life. His fall from grace in the 1980s, followed by his return to Apple in 1996 after a period in the wilderness, is an inspiration to any businessperson whose career has taken a turn for the worse. The way in which Mr Jobs revived the failing company he had co-founded and turned it into the world’s biggest tech firm (bigger even than Bill Gates’s Microsoft, the company that had outsmarted Apple so dramatically in the 1980s), sounds like something from a Hollywood movie. But what was perhaps most astonishing about Mr Jobs was the absolute loyalty he managed to inspire in customers. Many Apple users feel themselves to be part of a community, with Mr Jobs as its leader. And there was indeed a personal link. Apple’s products were designed to accord with the boss’s tastes and to meet his extremely high standards. Every iPhone or MacBook has his fingerprints all over it. His great achievement was to combine an emotional spark with computer technology, and make the resulting product feel personal. And that is what put Mr Jobs on the right side of history, as technological innovation （创新）has moved into consumer electronics over the past decade. As our special report in this issue (printed before Mr Jobs’s death) explains, innovation used to spill over from military and corporate laboratories to the consumer market, but lately this process has gone into reverse. Many people’s homes now have more powerful, and more flexible, devices than their offices do; consumer gadgets and online services are smarter and easier to use than most companies’ systems. Familiar consumer products are being adopted by businesses, government and the armed forces. Companies are employing in-house versions of Facebook and creating their own “app stores” to deliver software to employees. Doctors use tablet computers for their work in hospitals. Meanwhile, the number of consumers hungry for such gadgets continues to swell. Apple’s products are now being snapped up in Delhi and Dalian just as in Dublin and Dallas. Mr Jobs had a reputation as a control freak （怪人）, and his critics complained that the products and systems he designed were closed and inflexible, in the name of greater ease of use. Yet he also empowered millions of people by giving them access to cutting-edge technology. His insistence on putting users first, and focusing on elegance and simplicity, has become deep-rooted in his own company, and is spreading to rival firms too. It is no longer just at Apple that designers ask: “What would Steve Jobs do” The gap between Apple and other tech firms is now likely to narrow. This week’s announcement of a new iPhone by a management team led by Tim Cook, who replaced Mr Jobs as chief executive in August, was generally regarded as competent but uninspiring. Without Mr Jobs to shower his star dust on the event, it felt like just another product launch from just another technology firm. At the recent unveiling of a tablet computer by Jeff Bezos of Amazon, whose company is doing the best job of following Apple’s lead in combining hardware, software, content and services in an easy-to-use bundle, there were several attacks at Apple. But by doing his best to imitate Mr Jobs, Mr Bezos also flattered （抬举）him. With Mr Jobs gone, Apple is just one of many technology firms trying to arouse his uncontrollable spirit in new products. Mr Jobs was said by an engineer in the early years of Apple to emit a “reality distortion （扭曲）field”, such were his powers of persuasion. But in the end he created a reality of his own, channeling the magic of computing into products that reshaped entire industries. The man who said in his youth that he wanted to “put a ding in the universe” did just that.

Passage Three Questions 33 to 35 are based on the passage you have just heard.