Which is which (or that)?
It's essential (and non-essential) to know
“That” restricts the reader's thought, directing attention to a specific bit of information to complete a message's meaning. “Which” is non-restrictive and introduces subsidiary rather than essential information to the meaning of the sentence.
Important note involving “which”: “Non-essential” does not mean that the information is not important or that it's not relevant. It just means that it's not essential, grammatically, to the meaning — the central understanding — of the sentence.
The lawnmower that is in the garage needs sharpening.
We have more than one lawnmower. Only the one in the garage needs sharpening.
The lawnmower, which is in the garage, needs sharpening.
We have only one lawnmower. It's in the garage and needs sharpening.
The statue that stands in the hall is on loan from the museum.
A number of statues are in the building. Only the one in the hall is on loan from the museum.
The statue, which stands in the hall, is on loan from the museum.
Only one statue is under discussion. It is on loan from the museum and happens to be in the hall.
Summary:
Restrictive clauses (“that”) modify, focus and limit. Because the information they supply is essential to the intended meaning of the sentence, they are not set off by commas.
Non-restrictive clauses (“which”) do not limit the words they modify. They simply add information that otherwise would not be provided. Non-restrictive clauses are set off by commas because the information they provide is supplementary, not essential to the meaning of the sentence.
But there's “who,” too
Restrictive and non-restrictive clauses need not begin with “that” and “which.” For example, if humans or animals with names are being discussed, “who” may become the appropriate choice for both kinds of clauses. In such cases, a comma all by itself can transform the meaning of the sentence.
He helped the native guides who were sick with malaria.
No comma appears before “who.” Therefore, what follows is a restrictive clause. Not all the guides had malaria.
He helped the native guides, who were sick with malaria.
Putting the comma before “who” makes what follows a non-restrictive clause. It also changes the sentence to mean that all the guides had malaria.
Got it? I hope so (the concept of restrictive/non-restrictive, that is — not malaria.)
No “who” or “which” or “that”?
Restrictive and non-restrictive elements are not always introduced by relative pronouns. Sometimes they simply are treated as essential (restrictive) or non-essential (non-restrictive) elements. In such cases, too, the comma is crucial to the meaning.
He went downtown to pick up his wife, Judy.
The addition of the non-restrictive element here merely provides us with the name of his wife — his only wife. Because he has but one wife, her name is not essential to the reader in identifying her. Therefore, it makes it non-restrictive or non-essential to the meaning of the sentence and is set off by a comma.
He went downtown to pick up his wife Judy.
The omission of the comma creates a restrictive clause, of course. Now we are implying that he's a bigamist or lives in a culture that allows more than one wife.
My brother, Ken, worked for a TV ratings company.
This indicates that I have but one brother and his name is Ken. Because I have but one brother, his name is a non-restrictive element or non-essential to the meaning of the sentence. You don't need his name to know the exact person I'm talking about. Therefore, it is set off by commas.
My brother Ken worked for a TV ratings company.
Ahhh, this says I have more than one brother. And it's essential to know his name, otherwise you, the reader, wouldn't know which brother I'm talking about. So, no commas!
(Whereas, the commas around “the reader” in the above sentence are needed because “the reader” is non-restrictive -- not essential in identifying yourself to you! Got it?)
Yummy World:2016 Cosmopolitan
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1966 Cosmopolitan
1 1/4 oz vodka (Talmadge recommends Rain Organic or Tru)
1 oz raspberry tincture
3/4 fresh squeezed lemon juice
dash orange flower water
garnish with a lemon peel
Combine all ingredients (except orange flower water) in a cocktail shaker filled with ice. Shake vigorously. Strain into a champagne coupe and add a dash of the orange flower water, then squeeze the lemon peel (skin side over the glass) to express the essential oils. Place the peel skin side up on the rim of the glass as garnish.
Raspberry Tincture
Place 2 small baskets of raspberries into a small pot with 2/3 cup of raw sugar and 2/3 cup water, along with 1–2 oz of a Framboise* liqueur.
*If you do not have the Framboise, you can substitute 1 oz vodka. Place the pot, covered, over medium heat until either the liquid is boiling or all the sugar granules are melted. Remove from heat and let cool uncovered. When the tincture reaches room temperature, mash and muddle the raspberries. Refrigerate overnight. Strain the mashed raspberries, and you have your syrup.
Yummy: Salpicón (Spicy Mexican Shredded Cold Beef Sal
Salpicón (Spicy Mexican Shredded Cold Beef Salad)
Makes 6 to 8 servings
For the meat
2 pounds beef brisket, fat trimmed
2 bay leaves
12 ounces beer
2 cups water
1 onion, quartered
1 tablespoon salt
For the vinaigrette dressing
1/4 cup olive oil
1/3 cup red wine vinegar
3 limes, juiced
1/4 red onion, minced
1 canned chipotle chile in adobo sauce, minced
2 garlic cloves, minced
2 tablespoons cilantro, leaves chopped
1/2 teaspoon salt
For the salad
romaine lettuce
1 cup Oaxaca or Monterrey Jack cheese, shredded
2 roma tomatoes, chopped
2 avocados, peeled, pitted, and sliced
4 radishes, sliced
For the tostadas
pre-packaged tostada flats
1 cup Oaxaca or Monterrey Jack cheese, shredded
2 roma tomatoes, chopped
2 avocados, peeled, pitted, and cubed
salsa of choice
Preparation
1. Place the brisket, bay leaves, beer, water, onion, and salt in a slow cooker. Cook on low for 8 hours.
2. Remove the brisket and let cool. Shred the meat. Refrigerate the brisket.
3. To make the vinaigrette dressing, whisk together the olive oil, vinegar, lime juice, red onion, chipotle chile, garlic, cilantro, and salt. Pour the vinaigrette dressing in with the shredded beef and stir to combine.
4. Spoon salpicón over lettuce leaves or tostadas and garnish with cheese, tomatoes, and avocado.
Note: You can make the brisket a day ahead and store it in the refrigerator until ready to serve.
<P <P <P 更多美味制作请查看：
Yummy: Luxurious Gingerbread with Nuts and White Choc
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Luxurious Gingerbread with Dates, Nuts and White Chocolate
3.5 cups (400g) self-rising flour
1 pinch of salt
1 teaspoon ground ginger
1 teaspoon ground cinnamon
1 teaspoon ground coriander
1 pinch of allspice
1/2 cup (100g, packed) brown sugar
1/4 cup + 3 tablespoons (150g) runny honey
3/4 cup + 1 tablespoon (200ml) milk (or more if the batter is stiff)
2/3 cup (100g) dates, coarsely chopped
1 + 1/3 cup (200g) white chocolate, chopped
1 handful + 2 tablespoons of any nut mix (seeds, nuts, dried cranberries and chocolate-covered raisins)
Note: Make the batter quickly and be careful not to overmix!
1. Preheat the oven to 300F (150C / Gas 2 mark).
2. Grease an 8 x 4 inch (1 liter) loaf pan with melted butter.
3. Mix flour, salt and dry spices. Add the brown sugar, honey and milk. If the batter is too stiff at this point, add a bit more milk. Stir in the dates, the handful of nuts and half of the white chocolate.
4. Pour into your baking pan and bake for one hour until golden. Remove from oven and let cool on a rack.
5. When the cake has cooled, melt the remaining white chocolate au bain marie (using a double boiler or a bowl set over a pot of simmering water). Pour the melted white chocolate over the loaf and sprinkle with the remaining nuts.
6. Store tightly packed in paper or foil to keep that sticky gooeyness that makes this gingerbread so lovely. It will keep for a couple days, if it lasts that long.
更多美味制作请查看：
Goldman braced for more revelations 高盛又将迎来更多爆料
Goldman braced for more revelations
When Greg Smith announced his resignation from Goldman Sachs earlier this year, in the form of a New York Times op-ed, it made headlines around the world and sent shockwaves through the investment bank.
格雷格?史密斯(Greg Smith)今年早些时候以在《纽约时报》(New York Times)专栏版刊登辞职信的形式宣布从高盛(Goldman Sachs)离职，这成为了全球媒体的头条新闻，并给高盛带来了冲击。
Now, seven months later, the former derivatives banker is about to publish a follow-up book and Goldman employees are steeling themselves for yet another round of media attention.
现在事情已经过去了七个月，这位曾负责衍生品业务的前银行家即将跟进出版一本图书，而高盛的员工们则在努力稳住阵脚以迎接新一轮媒体聚焦。
“It feels like a drive-by shooting for people here,” says one senior banker who worked with Mr Smith in Goldman’s equities business. “People feel really betrayed.”
高盛股票业务部门一名曾与史密斯共事过的资深银行家表示：“感觉好似一个飞车而过的人扫射这里的人，大家都深感遭到背叛。”
While Mr Smith noted in the New York Times op-ed that he did not “know of any illegal behaviour” at the bank, his description of a “toxic” and “destructive” environment at Goldman tapped into a wave of post-financial crisis animosity on the part of the public towards big banks.
虽然史密斯在那篇发表在《纽约时报》专栏版的文章中表示，他“并不知晓高盛是否存在非法操作”，但他将高盛的内部环境描写为是“有毒的”以及“具有破坏性的”，这与金融危机后社会公众对于大型金融机构的敌对情绪不谋而合。
A number of former colleagues say that Mr Smith left after having requests for higher pay and promotion rebuffed – a far cry from the disillusionment with the bank’s culture that he describes in the op-ed.
多位史密斯的前同事表示，他是在提出加薪以及升职的要求被拒后离职的——与他在文中所描绘的他对高盛的公司文化感到幻灭相差甚远。
Mr Smith and his publisher have revealed little about the upcoming book and yesterday declined to make any comment.
史密斯和他的出版方对于即将推出的新书口风很严，并拒绝了记者的置评请求。
A publicity blurb on Amazon promises an inner peek at “the evolution of Wall Street into an industry riddled with conflicts of interest and a profit-at-all-costs mentality”.
亚马逊(Amazon)网站上关于该书的宣传简介称，该书将从内部人的角度审视“华尔街是如何演变为一个充斥着利益冲突以及不顾一切追求利润的行业的”。
The former colleagues say that Mr Smith is an unlikely Wall Street whistleblower.
而前同事们则表示，史密斯不太可能成为揭发华尔街内幕的人。
A native South African, who joined Goldman as a summer analyst before being hired full-time in 2001, he was at the time of his resignation a mid-level employee working in one of the least controversial segments of the bank’s business, they say.
史密斯是土生土长的南非人，他最初是以暑期实习生的身份进入高盛的，并于2001年被转为正式员工。据前同事们透露，史密斯在离职时是一名中层员工，在高盛争议最少的业务部门之一工作。
In Goldman’s New York office, first at 85 Broad Street then at 200 West Street, Mr Smith specialised in marketing equity derivatives and other exchange-traded products, working in conjunction with the bank’s equities sales force.
当史密斯在高盛驻纽约办公室工作时，他专攻股票衍生品以及其他在交易所交易的金融产品的市场营销，并与高盛的股票销售团队进行合作。高盛纽约办公室最初位于布罗德街(Broad Street)85号，其后搬至西街(West Street)200号。
For clients including hedge fund AQR Capital Management, investment manager Vanguard, and banks such as Morgan Stanley and Deutsche Bank, Mr Smith helped come up with trading ideas using securities such as listed options and futures.
史密斯帮助包括对冲基金AQR Capital Management、资产管理公司先锋集团(Vanguard)以及摩根士丹利(Morgan Stanley)和德意志银行(Deutsche Bank)等银行在内的客户，设计运用在交易所挂牌的期权与期货等证券进行交易的方案。
At the start of 2011, Mr Smith transferred to Goldman’s London offices. The idea, Goldman says, was for Mr Smith to promote US equity derivatives to European clients hungry to diminish their exposure to the ailing eurozone economy.
自2011年起，史密斯被转派至高盛驻伦敦办公室。高盛解释称，这是为了让史密斯向欧洲客户推销美国股票衍生产品，这些客户急于清空与疲软的欧元区经济相关的资产敞口。
By the end of the year, Mr Smith had expressed dissatisfaction with his progress at the bank but, various colleagues say, he had not yet raised any concerns about the culture of the lender or its treatment of customers.
到了2011年底，史密斯对于自己在高盛的发展表达了不满情绪。但他的多位前同事们表示，当时他并未对高盛的公司文化或者对待客户的方式提出任何担忧。
As evidence they cite the performance reviews Goldman bankers are required to write concerning their immediate colleagues.
他们引用了高盛要求员工们就直接同事的工作表现所写的评价作为证据。
In his last reviews, completed in late August of last year, Mr Smith gave 13 colleagues an average score of ‘9’ – the highest possible – for “culture and values,” they say.
在史密斯于去年8月底完成的最后一期评估中，他在“文化与价值观”这一项上给13位同事的平均分达到了9分——这是所能给出的最高评分。
By December, Mr Smith had told his manager that he expected to earn more than $1m in the coming year – a significant premium to the $450,000 or so Mr Smith was said to be earning at the time, and, senior Goldman bankers note, a big demand in a business where overall pay was falling.
到了去年12月，史密斯告诉自己的上司，希望明年自己的年薪能够超过100万美元——这远远高于史密斯当时据说是45万美元的薪酬水平。高盛的`资深银行家们则指出，在一个整体薪酬水平呈下降趋势的行业中，这简直是狮子大开口。
He demanded compensation that was “tens of percentages higher than what he was getting,” recalls one of his managers. “That backdrop might have had a lot to do with this.”
史密斯的一位上司回忆称，他所要求的薪酬水平“较他当时的实际薪酬高出了数十个百分点，他的不满或许与这一背景因素有关”。
Still, his former colleagues remember that Mr Smith was well-liked on his desk. One staff member organised a ping-pong themed party – an homage to Mr Smith’s love of table tennis – to see him off to his new position in London. “People wanted to help him,” says one former colleague.
不过，他的前同事们回忆称，史密斯在他的部门很受欢迎。为欢送史密斯赴伦敦办公室的新职位报到，一名员工组织了一场以乒乓球为主题的派对，向史密斯对于乒乓球的热爱致敬。他的一名前同事表示：“大家都愿意给他帮忙”。
Shortly after having his $1m request rebuffed, Mr Smith pushed for another move within the bank. Shifting from US institutional sales to derivatives sales, already Mr Smith’s speciality, would allow him to tie his pay more closely to the amount of products he was actually selling – a feature known as “attribution to client revenues” – within the bank. The move lasted for just weeks.
在100万美元年薪的要求被拒后不久，史密斯又急切地在公司内部采取了另一行动。他申请从美国机构销售部调至自己已经颇为在行的衍生品销售部，这将使他能够将自己的薪酬与实际售出的产品数量更加紧密地联系起来——这一特征被称为是“客户收入贡献”。不过这次的职位调整仅维持了数周时间。
On March 12, two days before the New York Times article was published, Mr Smith met with a senior manager in a regularly-scheduled meeting to discuss clients and was said to have voiced “vague” concerns about Goldman being too focused on making money, as opposed to its customers.
3月12日，在他于《纽约时报》刊登辞职信的前两天，史密斯与一名高层经理在一个定期举行的会议上碰面并讨论了有关客户的问题。据说他对高盛过分注重创造利润而非关注客户表达了“模糊的”担忧。
One manager says that he believed Mr Smith had clashed with a new boss.
一名经理表示，他认为史密斯与一位新上司之间发生了冲突。
On March 14, Mr Smith submitted his resignation letter to Goldman, timing it to coincide with the publication of his op-ed in the New York Times.
3月14日，史密斯向高盛正式提交了辞职信，时间与他在《纽约时报》公开刊登辞职信选择了同一天。
In the letter, portions of which have been seen by the Financial Times, Mr Smith writes that “today there is a culture that has developed, especially among junior leadership, that no longer feels like the client driven GS culture that I had loved.”
在英国《金融时报》所见的该信的部分段落中，史密斯写到：“如今公司内部已经形成了一种文化，特别是在级别较低的管理层中，这与我所热爱的顾客导向的高盛文化已经不再一致了。”
Now, a dozen days before Mr Smith’s book is scheduled to be published, there is a nervous air of anticipation at the bank’s New York equities trading floor.
目前距离史密斯新书的计划出版上市日期仅有几天，在高盛驻纽约办公室股票交易部所在楼层有一丝紧张的预感。
Former colleagues speculate whether the book will name names or transactional details. Most are agreed that the tome is likely to thrust the bank into the media spotlight, potentially ending a relatively unusual stretch of good news for Goldman.
史密斯的前同事们忙着揣测书中是否会指名道姓或者透露交易细节。绝大多数人一致认为该书会将高盛推至媒体聚光灯下，并可能导致近期多得有些反常的一连串有关于高盛的好消息就此戛然而止。
“I can’t decide whether to buy it,” says one former colleague.
史密斯的一名前同事表示：“我无法决定买还是不买。”
译者:马拉
Chinese exporters paint dull picture 中国出口商面对“严峻”挑战
Chinese exporters paint dull picture 中国出口商面对“严峻”挑战
China’s exports rose almost 10 per cent year-on-year in September, according to data released at the weekend. But speak to Chinese exporters and they say the economic doldrums in Europe mean many are facing more daunting challenges than they were during the 2008 heights of the global financial crisis.
周末公布的数据显示，9月份中国出口规模较上年同期增长近10%。但中国出口商们表示，欧洲经济形势处于低谷意味着很多企业面临着较2008年全球金融危机最严重时期更加艰巨的挑战。
To Zhou Dewen, head of an industry lobbying group in Wenzhou, the famously entrepreneurial city in eastern China, the situation is “already worse than 2008”. “The difficulties are bigger and they are far more widespread.”
温州是中国东部一座以企业家精神闻名的城市。在该市一个行业游说组织的负责人周德文看来，目前的形势“已然较2008年时更为严峻”。他表示：“企业面临更大的困难，而且波及范围更广。
Groups such as Mr Zhou’s typically petition Beijing for export subsidies or tax rebates and his caution should be taken with a pinch of salt. But the past six months have been unusually difficult for exporters buffeted by sagging demand in western markets and wage and raw material rises at home.
周德文所在的这类游说组织专门负责向北京请求出口补贴或退税，因此应当有所保留地看待他的谨慎情绪。但过去六个月对于饱受西方市场需求疲软以及国内工资和原材料价格上涨打击的出口商来说异常艰难。
Timothy Stuart, a Hong Kong-based businessman who supplies schools in the US with classroom furniture from factories in southern China, says orders are smaller and his margins 30 per cent lower than they were before the 2008 crisis. “Customers are asking for smaller orders to manage their inventories better,” he says. Other sourcing groups such as his report that payment terms, meanwhile, are being extended by retailers and buyers in the west to as much as 90 days.
蒂莫西?斯图尔特(Timothy Stuart)是一位以香港为大本营的商人，他向美国的学校供应来自中国南部工厂的教室桌椅。斯图尔特表示，近期订单规模萎缩，他的利润率较2008年金融危机以前水平下降了30%。他说：“客户们为更好管理库存缩小了订单规模。”与此同时，其他与斯图尔特类似的外包供应商们表示，西方零售商以及买方将付款期限最高拉长至90天。
As China prepares to release growth data this week that is expected to confirm the slowdown in the world’s second-largest economy, companies around the world are registering the impact.
定于本周公布的中国经济增长数据料将证实全球第二大经济体增速放缓，世界各地的企业都感受到影响。
