根据契税法律制度的有关规定，下列关于契税税收优惠政策的说法中，正确的有（）。
男，10岁，头面部，四肢及会阴部火焰烧伤4小时，烧伤总面积50%BSA，深Ⅱ度20%，Ⅲ度30%，烦躁不安，手足湿冷，心率160次/分，呼吸25次/分，伤后无尿。
实验室检查最可能的发现是（）
The Erie Canal was the first important national waterway built in the US. It crossed New York from Buffalo on Lake Erie Troy to Albany on the Hudson River. It joined the Great Lakes with the Atlantic Ocean. The canal served as a route over which industrial goods could flow into the west, and materials could pour into the east. The Erie Canal helped New York develop into the nation’s largest city.
The building of the canal was paid for entirely by the state of New York. It cost $ 7 143 789, but it soon gained its price many times over. Between 1825, when the canal was opened, and 1882, when toll charges were stopped, the state collected $121461891.
For a hundred years before the Erie was built, people had been talking about a canal which could join the Great Lakes and the Atlantic Ocean. The man who planned the Erie Canal and carried the plan through was De Witt Clinton. Those who were against the canal laughingly called it "Clinton’s Ditch".
A. Clinton broke ground for the canal at both ends.
B. Clinton started building the canal before he became governor.
C. All parts of the canal were completed at the same time.
D. Construction of the canal took eight years.
（一）背景资料
A施工单位于2009年5月承接某科研单位办公楼机电安装项目，合同约定保修期为一年。工程内容包括：给排水、电气、消防、通风空调、建筑智能系统。其中：办公楼实验中心采用一组（5台）模块式水冷机组作为冷热源，计算机中心采用10%余热回收水冷机组作为冷热源；空调供回水采用同程式系统。在各层回水管的水平干管上设置由建设单位推荐、A施工单位采购的新型压力及流量自控式平衡调节阀；试验中心的纯水系统由建设单位指定B单位分包施工；大楼采用楼宇自控系统对通风空调、电气、消防等建筑设备进行控制。 A施工单位作为总承包方对B分包单位的进场施工、竣工验收以及技术、质量、进度等进行了管理。 2011年4月，由建设单位组织对建筑智能化系统进行了验收；项目于2011年5月整体通过验收。 2012年7月，计算机中心空调水管上的平衡调节阀出现故障，3—5层计算机中心机房不制冷，建设单位通知A施工单位进行维修，A施工单位承担了维修任务，更换了平衡调节阀，但以保修期满为由，要求建设单位承担维修费用。
问题：
| Somewhere today, a group of staff from General Motors will meet as part of the ’Go-Fast’ programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the ’big picture’. The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM’s market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers’ change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible. The shareholders’ support of GM’s strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM’s numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable. In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have. The results of the scheme so far give rise to cautious optimism. No aspect of GM’s work can hide from scrutiny, and initial fears of a lack of ’joined-up thinking’ about the impact of one change on other areas soon dissipated, as the ’leadership panels’ responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM’s mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company’s core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn’t suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future. |
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