ࡱ> pso{ 5bjbjzz ;J-K>>KKKKKKKK8(L$LL4KjLL(LLLMM Mjjjjjjj$#mo* J: JOB/GC/32 30 January 2013 Page 1/4 Original: English General Council 29, 30 and 31 January 2013 Appointment of the Next Director-General MEETING WITH THE CANDIDATES _______________ Presentation to the General Council of the World Trade Organization by mr tim groser 30 January 2013 If someone had suggested to me in 1985 when I came to my first GATT General Council meeting that almost 30 years later I would be back in front of the Council taking part in an international 'beauty contest', I might have been, shall we say, a little confused. But here I am and the metaphor of a 'beauty contest' is an interesting one. However, remember what they say beauty, including political beauty, is skin deep. This is an extremely difficult job. The Director General is not like the Head of the IMF or the World Bank. You don't have billions of dollars, or access to capital markets through conditionality to use as leverage to further the objectives of the institution. You don't even have important decision-making powers, other than on matters relating to the Secretariat. It has been set up as such the ϲʹ is a member-driven organization. We, the Members of the ϲʹ, have to choose a person to lead the ϲʹ. Then we have to live with that choice for a full four years. There will be no opportunity for 'buyers' remorse'. And this is a very important moment in the juncture of the ϲʹ. Are we in a crisis? No. The challenge facing this institution is different. The problem we face is about our relevance. It is a deep problem. Central Importance of the ϲʹ and MTS Let's start by accentuating the positive. The ϲʹ underwrites the multilateral trading system and is thus one of the central pillars of the global economy. As a Trade Minister of an Asian Pacific economy I spend most of my time in the Asia Pacific. But when I feel enthusiasm for Asia Pacific is running just a little ahead of the evidence I ask them the following question: "who is China's largest trading partner?" EU-27 is the correct answer. So imagine you are someone working in a company in Latin America, the Asia Pacific or Africa exporting either commodities or components to Shenzhen, Chengdu or any of the great industrial centres of China. What you are exporting may end up incorporated in Chinese exports to Europe. So who does your job actually depend on? Well, it may be European consumers. The fact remains that in spite of all the growth of regionalism, the overwhelming bulk of world trade remains non-preferential MFN trade underpinned by ϲʹ rules. The global value chain is not called 'global' without reason. And as we all deepen our regional economic groupings we all depend on this multilateral system to establish coherence amongst these regional groupings at a global level. International multilateral institutions rarely cease to exist. Rather, if in trouble, they become less and less relevant and eventually become political and diplomatic backwaters. We cannot afford to let this happen to this institution. My Vision for the ϲʹ I have been asked by many in private discussions to outline my vision for the ϲʹ. Let me try and answer this by highlighting the main roles of the ϲʹ, leaving the most troubling issue its negotiating function to last. Advocacy The advocacy function of the ϲʹ is very important. It is ineluctably centered on the office of the Director General. Somebody has to get out there and fight protectionism, defend aggressively the case for an open, multilateral rules-based trading system. This institution should be the absolute centre of trade policy thinking the 'go-to' place for young and ambitious trade policy thinkers coming up through their systems. Twenty-five years ago we were in that space. We are not there today. We need a DG who is deeply persuasive. And to be persuasive they need a personal track record of having put their country position behind them on the political shelf, and delivered negotiated results, not just speeches, to support open trade. Yes, in the real world material interests matter, but advocacy, provided it is credible, can win the day. As a politician I deeply believe that. Never underestimate the power of ideas. It is summed up in my favourite French phrase 'la puissance d'une idee en marche'; 'the power of an idea on the move' is how I translate it. We are not a small branch office of the international economic institutional machinery. So that advocacy role includes working with, and it has to be on an equal footing, the Heads of other major international economic institutions. The Director General must also be able to carry the brief for the ϲʹ with senior Ministers, not just Trade or Commerce Ministers. At times, this will involve interaction with Heads of Government. Implementation Function Clearly, the ϲʹ has an implementation function. Now I am aware that clever negotiators stretch the boundaries of what is 'implementation'. So I suggest you do not try and decode this comment in the way that sophisticated Geneva insiders can do. But who amongst us can deny the simple reality that this institution has to oversee and facilitate the implementation of agreements made in this House? I do want to emphasise the word 'facilitate' here we can't use the Exocet missile that is the ϲʹ Dispute Settlement on every occasion. Every time we see countries falling behind in the implementation of their obligations, we can't just say 'off with their heads'. This takes my thinking directly into at least one important part of trade-related technical assistance and capacity building. Development, Trade-Related Assistance and Capacity Building Clearly we have bits of this puzzle in place that are working well, and bits not quite targeted at the real problem. A small island developing country with islands separated by vast expanses of blue ocean faces different challenges to land locked small economies. The obligations they face may be the same, but the implementation difficulties they face will be very different. Or to use the usual but entirely appropriate clich, one size does not fit all. I have some ideas on how members could better use existing mechanisms to focus attention on the needs of partner countries in two main areas implementation of their obligations and accessing benefits of multilateral trade liberalization. The Development Dimension remains fundamental in all our work. Every member of the ϲʹ is, or has been, a developing country. In terms of development and poverty eradication, we have made enormous, albeit uneven, progress in the last thirty years. But for many, if not all of them, it would be inconceivable that they could have made so much progress without access to the relatively open global market for manufactured goods that the ϲʹ system underwrites. Agriculture, is, shall we say delicately, a little further back in the process. Leadership and the Secretariat The Director General's responsibilities as the head of the Secretariat are not at the centre of the public debate about the problems facing the ϲʹ; leadership of the Secretariat is certainly part of the solution. I have led a range of institutions Embassies, a Think Tank, and, as Minister of Conservation, a Department of State with a half billion dollar budget, hundreds of employees assisted by thousands of volunteers and which was responsible for one quarter of the land mass of NewZealand. All of these roles involved the setting of objectives, monitoring of performance, building effective teams and the subtle but crucial matter of setting the leadership tone. Over the 30 years I have been involved with this institution, I have built up immense respect for the professional staff of the ϲʹ. The ϲʹ Secretariat is filled with incredibly able people. Competition to get into and move up through its professional ranks is intense. We need to empower them and use their capabilities. To do this, we need the closest working relationship between the office of the DG and the professional staff and the key to that will not be to develop new formal wiring diagrams who is reporting to whom. It is far more subtle than that. It is finally about leadership tone and accessibility. Judicial Function The closer we integrate our economies, the greater is the scope for disputes. The art in this is to channel them into a professional, unimpeachably neutral process. Our most severe critics cannot make the case that this is of little consequence or not working well. But there are two issues we need to address. The first is a resourcing issue. If I do become DG, the first thing I would do post Bali is conduct a scan of first order bottlenecks in the Secretariat with a particular focus on its judicial function to give me the information I would need on where the resourcing problems lie. The second issue is far more fundamental. A rules based system implementing rules effectively is great. But if they are effectively implementing rules that have been overtaken by events, this is not sustainable. This takes me to the core problem: the ϲʹ's negotiating function. The Negotiating Function When the Director General takes office on 1 September, he or she will have an immediate goal: to make Bali a success. The broad trajectory for the meeting will already have been set by the end of the Summer Break, for better or worse. There will be no time for the new DG to have a learning curve. Assuming we navigate Bali successfully, we should recall that even a relatively modest result would help us. I have learned never to underestimate the power of even modest success to generate momentum. But beyond that, be warned: I am not a 'man with a plan'. Think of me as someone with maybe a dozen different working hypotheses that, if we could get buy-in from the membership to at least one of them, might eventually fix the near paralysis in our negotiating function. The core mandated issues that won't be fixed at Bali are not going to go away. We still have to deal with them. But new thinking will be required to find the right pathway. No Director General should assume office with an idee fixe on precisely how to proceed. Look here to past successful strategists. The great Prussian Field Marshall, von Molke, did not believe in rigid plans. One had, as a leader he thought, fixed strategic objectives to achieve, limited resources, and opportunities. An effective leader would constantly adapt use of those resources to the situation as it evolved in order to achieve fixed strategic objectives hence his famous phrase, 'a battle plan does not survive the first encounter with the enemy'. This is why, whenever I have been asked to facilitate or chair negotiations I have never liked prescriptive road maps, artificial deadlines that, negotiated today, can be renegotiated tomorrow. Second, you need to understand my operational working methods with respect to Ministers and officials. Make no mistake here: the Director General must be able to operate in both worlds the political and the official. The idea that you can take to Ministers hideously complex issues that are completely undercooked at official level and expect Ministers to solve them has been tested to destruction. Effective work with senior officials is absolutely crucial. Outside the great religious texts, Shakespeare is the most translated author of all times. He said in Henry VI, "How should you govern any Kingdom that know not how to use Ambassadors?" Ladies and gentlemen, I would be most grateful for your support, however you might express that to our trusted facilitators. _________     JOB/GC/32 -  PAGE 4 - JOB/GC/32 -  PAGE 3 -    $6=>?Rbcy~  * + - ; P Q h i ¹µª’xxoioiooc haJ h[4aJh[4h[4aJ hhhn,mH sH huhn,mH sH h|7h|75^J h%"h%" h[4h{6h%" hBh|7hdyh[4h{6aJ h|7h|7h2h7h hfhf hf5hM h[4 hGc|h7 h[45 h5 h|75&?R+ ; A B R S !"HICgd[4gd#+<$a$gd#+<;gd2hgd2 $7^7a$gd2 $7x^7a$gd2 B#gd#+<i w x Y Z > ? E F N O "HLM>?EFBCHI destcdop F ##B#W#X#$$.%h[4h{6aJ h6aJh[4h[46aJhh[4aJh[4h[456aJ haJh[4h[4aJKCD  tu!"gd[4{|  FG  !!!!"###B#C#$$%%*'+'gd[4.%/%S(e(++++ . ...//111144555555555555555555555555񼮡zsohgJ h[4h7h{6mHnHujh[4h[4U h[4h[4hkjhkUh[4h[4aJmH sH h[4hM 5aJmH sH h[4hM aJh6]aJh[4h[46]aJ h6aJ haJh[4h[46aJh[4h[4aJ h{6aJ++'R(S(e(f( ) )))**++++----..//1122c4d45gd[455555555555555555555555 5$ C#a$gd[45$ C#&dPa$gd[4gdT$a$gd#+<gd[455555555555555555ƹh[4h[4aJmH sH hkh~ h[4hh[4hgJ h[4h7h{6mHnHu h[4h[4jh[4h[4U5555555$a$1gd[49 0&P 1h:p[4. A!"#n$% n (.(((( 666666666vvvvvvvvv6V6666nv66V666v6v66666X666666666h66666666::6666666666666666666666666666666666666666666666666666666666666666662 0@P`p2 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p:::::~$OJPJQJ^J_HmH nH sH tH N`N 7Normal$a$ CJOJQJ_HaJmH sH tH `@"` 7 Heading 1$$ & F@&5;B* PJ\^JaJphb^@2^ 7 Heading 2$$ & F@&5B* PJ\^JaJphbZ@BZ 7 Heading 3$$ & F@&5B* PJ\^Jphb\@R\ 7 Heading 4$$ & F@&5B* PJ\]^JphbV@bV 7 Heading 5$$ & F@&5B* PJ^JphbZ@Z 7 Heading 6$$ & F@&5B* PJ]^JphbT@T 7 Heading 7$$@&5B* PJ]^JphbX@X 7 Heading 8$$@&56B* PJ^JaJphbZ @Z 7 Heading 9 $$@&5>*B* PJ]^JaJphbDA D 7Default Paragraph FontRi@R 0 Table Normal4 l4a (k ( 70No List bob 7 Heading 1 Char.5;B* CJOJPJQJ\^JaJphbtH `o` 7 Heading 2 Char+5B* CJOJPJQJ\^JaJphbtH `o` 7 Heading 3 Char+5B* CJOJPJQJ\^JaJphbtH bo!b 7 Heading 4 Char.5B* CJOJPJQJ\]^JaJphbtH \o1\ 7 Heading 5 Char(5B* CJOJPJQJ^JaJphbtH `oA` 7 Heading 6 Char+5B* CJOJPJQJ]^JaJphbtH `oQ` 7 Heading 7 Char+5B* CJOJPJQJ]^JaJphbtH \oa\ 7 Heading 8 Char'56B* CJOJPJQJ^JphbtH ^oq^ 7 Heading 9 Char*5>*B* CJOJPJQJ]^JphbtH X>@X 7PTitle$a$m$5;B* KHPJ^JaJ4phb\o\ 7P Title Char/5;B* CJKHOJPJQJ^JaJ4phbtH :B: 7 Body Text  & FHoH 7Body Text CharCJOJQJaJtH >P> 7 Body Text 2  & FLoL 7Body Text 2 CharCJOJQJaJtH BQ@B 7 Body Text 3  & FaJLoL 7Body Text 3 CharCJOJQJaJtH 8/870 LegalHeadings FF0@F 7 List Bullet ! & F PJ^JJ6@"J 7 List Bullet 2 " & F PJ^JJ7@2J 7 List Bullet 3 # & F PJ^JZ8@BZ 7 List Bullet 4$ & F 3^3`PJ^JJ9@RJ 7 List Bullet 5 % & F PJ^J4oa470 ListBullets& F 8Or8 (7`Answer'5^5^JFoF '7` Answer CharCJOJQJ^JaJtH \"@\ 7`Caption)$$xxa$5B* PJ\^JaJphbtH >*`> 7Endnote ReferenceH*T@T ,7P Footnote Text+$7`7a$CJ^JaJtH PoP +7PFootnote Text CharCJOJQJ^JaJ8+@8 .7 Endnote Text-aJJoJ -7Endnote Text CharCJOJQJ^J@O@ 07`FollowUp/^6^JNoN /7` FollowUp Char6CJOJQJ^JaJtH @ @@ 270Footer 1 C# ^JaJtH Bo!B 170 Footer CharCJOJQJ^JaJX2X 7PFootnote Quotation377]7^7`@&`A@ 7PFootnote ReferenceH*F@RF 670Header5$ C#a$ ^JaJtH BoaB 570 Header CharCJOJQJ^JaJNOrN 7P Quotation777]7^7 ^JaJtH \O\ 7PQuotation Double8nn]n^n ^JaJtH h,@h 7pTable of Authorities9 C# ]PJ^JaJtH d#@d 7pTable of Figures: 7C# x]PJ^JaJtH LOL 7PTitle 2 ;$ha$;B* ^JaJphbtH LOL 7PTitle 3 <$ha$6B* ^JaJphbtH XOX 7P Title Country =$ha$:B* ^JaJphbtH V@V 7pTOC 1 >$ C# Sxx]Sa$5;^JaJtH P@P 7pTOC 2 ?$ C# Sxx]Sa$ ^JaJtH P@P 7pTOC 3 @$ C# Sxx]Sa$ ^JaJtH P@P 7pTOC 4 A$ C# Sxx]Sa$ ^JaJtH P@P 7pTOC 5 B$ C# Sxx]Sa$ ^JaJtH P@P 7pTOC 6 C$ C# Sxx]Sa$ ^JaJtH \@\ 7pTOC 7+D$ SC# S7xx]S^7a$ ^JaJtH ^@^ 7pTOC 8.E$ SnC# SSxx]S^Sa$ ^JaJtH b@b 7pTOC 91F$ SnC# Snxx]S^na$ ^JaJtH R AR 7p TOC Heading G$a$5PJ\^JaJtH 6O6 70 WTOTable2:VH0jZjZHCJOJQJ^JaJH@H J70 Balloon TextICJOJQJ^JaJRoR I70Balloon Text CharCJOJQJ^JaJtH FJ@F L7`Subtitle K & F5PJ]^JaJToT K7` Subtitle Char"5CJOJPJQJ]^JaJtH ROR 7@ SummaryHeader M@&5;B* ^JphbXOX 7@SummarySubheader N@&5B* PJ^JphbROR 7@ SummaryTextO & F ^`^JL@L 7List Paragraph P^m$PJ^JO 70WTOBox1V:VQ0494 q Q^JO# 70 WTOTable1^:VR0j j b4 Rfa$!CJOJQJ^J5B*phrO2r 7Title PublicationS$$$a$#5;B* CJPJ^JmHphbsH@C 7 Table Grid7:VT0TCJOJPJQJ^JaJtH XORX 7@ Note Text U$ SS^S`a$ CJPJ^J6U`a6 7 Hyperlink >**< A< 7 BibliographyWPJ^JT@ 70 Block TextVX$dj%dj&dj'djNOjOOjPOjQOj]^6B*OJPJQJ]^JphO\M\ Z70Body Text First IndentY & Fh`hbob Y70Body Text First Indent CharCJOJQJaJtH HCH \70Body Text Indent[x^VoV [70Body Text Indent CharCJOJQJaJtH `N` ^70Body Text First Indent 2]hh^h`hfof ]70Body Text First Indent 2 CharCJOJQJaJtH RRR `70Body Text Indent 2_dx^ZoZ _70Body Text Indent 2 CharCJOJQJaJtH TS@T b70Body Text Indent 3ax^CJaJZo!Z a70Body Text Indent 3 CharCJOJQJaJtH :a1: 70 Book Title 5:@\2?B2 e70Closing d^DoQD d70 Closing CharCJOJQJaJtH B'`aB 70Comment ReferenceCJaJ<@r< h70 Comment TextgCJaJFoF g70Comment Text Char OJQJtH @j@qr@ j70Comment Subjecti5\RoR i70Comment Subject Char5OJQJ\tH $L$ l70Datek>o> k70 Date CharCJOJQJaJtH HY@H n70 Document MapmCJOJQJ^JaJRoR m70Document Map CharCJOJQJ^JaJtH <[< p70E-mail SignatureoVoV o70E-mail Signature CharCJOJQJaJtH .X`. 70Emphasis6]t$@"t 70Envelope Address!r@ &+D/^@ CJOJPJQJ^JaJR%@2R 70Envelope ReturnsCJOJPJQJ^JaJFV`AF 7FollowedHyperlink >*B*ph0_ Q0 70 HTML Acronym:`@b: w70 HTML Addressv6]ToqT v70HTML Address Char6CJOJQJ]aJtH 0a`0 70 HTML Cite6]>b`> 70 HTML CodeCJOJQJ^JaJ<c`< 70HTML Definition6]Fd`F 70 HTML KeyboardCJOJQJ^JaJRe@R }70HTML Preformatted|CJOJQJ^JaJToT |70HTML Preformatted CharOJQJ^JtH Bf`B 70 HTML SampleCJOJQJ^JaJJg`J 70HTML TypewriterCJOJQJ^JaJ8h`8 70 HTML Variable6]B @B 70Index 1L^`LPJ^JB @B 70Index 2hL^h`LPJ^JB @B 70Index 3L^`LPJ^JB @B 70Index 4L^`LPJ^JB@B 70Index 5L^`LPJ^JB@B 70Index 68L^8`LPJ^JB@B 70Index 7L^`LPJ^JB@B 70Index 8L^`LPJ^JB@B 70Index 9TL^T`LPJ^JL!@L 70 Index Heading5OJPJQJ\^JNaN 70Intense Emphasis56B*\]phOv@v 7 Intense Quote+&dPO]^56B*\]phOfof 7Intense Quote Char)56B*CJOJQJ\]aJphOtH TaT 70Intense Reference5:>*@B*\phPM.( . 70 Line Number@/@ @ 70List^`m$PJ^JD2@ D 70List 26^6`m$PJ^JD3@" D 70List 3Q^Q`m$PJ^JD4@2 D 70List 4l^l`m$PJ^JD5@B D 70List 5^`m$PJ^JND@R N 70 List Continuex^m$PJ^JRE@b R 70List Continue 26x^6m$PJ^JRF@r R 70List Continue 3Qx^Qm$PJ^JRG@ R 70List Continue 4lx^lm$PJ^JRH@ R 70List Continue 5x^m$PJ^JD1@ D 7 List Number & F m$PJ^JH:@ H 7 List Number 2 & F m$PJ^JH;@ H 7 List Number 3 & F m$PJ^JH<@ H 7 List Number 4 & Fm$PJ^JH=@ H 7 List Number 5 & Fm$PJ^Jr-` r 70 Macro Text($  ` @ a$OJQJ^J_HmH sH tH Fo F 70Macro Text CharOJQJ^JtH I@ 70Message Headergn$d%d&d'd-DM NOPQ^n`CJOJPJQJ^JaJlo! l 70Message Header Char-CJOJPJQJ^JaJfHq tH V`2 V 7 No Spacing$a$ CJOJQJ_HaJmH sH tH L^@B L 70 Normal (Web)CJOJPJQJ^JaJF@R F 70 Normal Indent ^PJ^J4O4 70 Note HeadingNoq N 70Note Heading CharCJOJQJaJtH .) . 70 Page NumberB` B 70Placeholder Text B*phDZ@ D 70 Plain TextCJOJQJ^JaJNo N 70Plain Text CharCJOJQJ^JaJtH 6@6 7Quote6B*]phPo P 7 Quote Char#6B*CJOJQJ]aJphtH 0K0 70 SalutationJo J 70Salutation CharCJOJQJaJtH 6@ 6 70 Signature ^Ho H 70Signature CharCJOJQJaJtH *W`! * 70Strong5\Fa1 F 70Subtle Emphasis6B*]phHaA H 70Subtle Reference:>*B*phPMT.@T 7p TOA Headingx5CJOJPJQJ\^JaJ2b 2 7 Body Text 4dor d Default1$7$8$H$-B*CJOJPJQJ_HaJmH phsH tH PK![Content_Types].xmlN0EH-J@%ǎǢ|ș$زULTB l,3;rØJB+$G]7O٭V$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3N)cbJ uV4(Tn 7_?m-ٛ{UBwznʜ"Z xJZp; {/<P;,)''KQk5qpN8KGbe Sd̛\17 pa>SR! 3K4'+rzQ TTIIvt]Kc⫲K#v5+|D~O@%\w_nN[L9KqgVhn R!y+Un;*&/HrT >>\ t=.Tġ S; Z~!P9giCڧ!# B,;X=ۻ,I2UWV9$lk=Aj;{AP79|s*Y;̠[MCۿhf]o{oY=1kyVV5E8Vk+֜\80X4D)!!?*|fv u"xA@T_q64)kڬuV7 t '%;i9s9x,ڎ-45xd8?ǘd/Y|t &LILJ`& -Gt/PK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 0_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!0C)theme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] -J (DGJJJMi .%55 #C+'555!"$ "5<>M!!L# @0(  B S  ?_GoBackR-R-8 @ ''L(Q(-----------BEV[SVIN DG* - 0 = W Z  e h ) @   HRz|vx`eGN r!u!##&#%%&&&'e'h'))++O,a,,--6------------33333333333333333333333333333333333333336S  S f ##------------------------|}b~z*hs㊤mj4hIHS [!"#$%JEWMUWlfZk[Ȣ~&c\O^`.^`.^`.^`. ^`OJQJo( ^`OJQJo( ^`OJQJo( ^`OJQJo(hh^h`. hh^h`OJQJo( 77^7`OJQJo(^`B*OJQJo(ph^`B*OJQJo(ph 44^4`OJQJo( ^`OJQJo( ^`OJQJo( 0 0 ^0 `OJQJo(   ^ `OJQJo(   ^ `OJQJo( 4^`Co(W uz?x^`0(7x[(7m7 % ho( '7v]%[&['[w.-^`Oqo(OR0~zq@O..0^`Ogo(OUV0~zq0O ... _^`B* HyU@qPc:>*B*o(phk lin perrqsrqV >* .... =^`  E*LRe*eH*H*o(ndn JuF .....o^` 0h7 @7+[(7 o(-'h(&$[%[&[..E^` ar\0 HeCJOJQJo( s Jte .l^`X(77H7o( -hH 7$[%[&['[.^`o(^`o(.^`o(..^`o( ... ^`o( .... ^`o( ..... ^`o(..^`o(.^`o(.h^`OJQJo(hHhv^v`OJQJ^Jo(hHohF ^F `OJ QJ o(hHh ^ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJ QJ o(hHh^`OJQJo(hHhV^V`OJQJ^Jo(hHoh&^&`OJ QJ o(hHh^h`.8^8`.L^`L. ^ `. ^ `.xL^x`L.H^H`.^`.L^`L.UWJEWHSHS &c~}|k[         F4>Q        \rz#!sEI ( 1 |I Y FI k5p3+&F7\)2M %"4#&w#M%{'e)*n,g2[4,5r5{6|7?8p/:;n;';#+<^?E!F2pFJuF H1JgJNWN: OdP/Q:QR6S U[h[Tp[Y]0_.`hf`q`D&a!fLgkknT6n&XopAqFQtwu v1vGc|y|e~+Gr&++ $9AbQ,7):G<!qzj.Tor~*".~kz@,3,'rL *70hfnBFhTD>f*V4[b92 \} ;]}>K6+*ZGl" LfPjo5DEeRPyO]BVlTi#sYdy^J"F'N--@-----@Unknown G*Ax Times New Roman5Symbol3. *Cx Arial7.@Calibri7. [ @Verdana5. .[`)Tahoma7@Cambria9=  @ Consolas?= *Cx Courier New;WingdingsA$BCambria Math#q7hg g&R&R!n20-- BqX $P76! xx H         &   Oh+'0 px  Normal1Microsoft Office Word@@@N&՜.+,D՜.+, `hpx  R-  TitleP 4<Symbol1 JOB/GC/32  !"#$%'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^`abcdefhijklmnqruRoot Entry Ft1Table&GpWordDocument ;JSummaryInformation(_DocumentSummaryInformation8gMsoDataStoretEJ4CWUGP4E==2tItem PropertiesUCompObj r   F Microsoft Word 97-2003 Document MSWordDocWord.Document.89q