Questões de Concurso Sobre interpretação de texto | reading comprehension em inglês

Read the text Picasso and Monets Are Stolen in Dutch Heist and answer questions 25), 26), 27),and 28).

Picasso and Monets Are Stolen in Dutch Heist

AMSTERDAM (AP) — Thieves broke into a Rotterdam museum on Tuesday and walked off with works from the likes of Picasso, Monet, Gauguin and Matisse potentially worth hundreds of millions.

Police haven't said how they pulled off the early hours heist, but an expert who tracks stolen art said the robbers clearly knew what they were after.

"Those thieves got one hell of a haul," said Chris Marinello, who directs the Art Loss Register.

The heist at the Kunsthal museum is one of the largest in years in the Netherlands, and is a stunning blow for the private Triton Foundation collection, which was being exhibited publicly as a group for the first time.

"It's every museum director's worst nightmare," said Kunsthal director Emily Ansenk, who had been in Istanbul on business but returned immediately.

News of the theft "struck like a bomb," she said at a press conference in the museum's cafe.

She declined to reveal any details of how the thieves struck, or how the museum is protected, other than describing its security as "state of the art" and "functional."

Willem van Hassel, the museum's chairman, said its security systems are automated, and do not use guards on site.

Police arrived at the scene five minutes after an alarm was triggered, he said. He described the museum's insurance as adequate for the exhibition.

The collection was on display as part of celebrations surrounding the museum's 20th anniversary.

Police spokeswoman Willemieke Romijn said investigators were reviewing videotapes of the theft, which took place around 3 a.m. local time, and calling for any witnesses to come forward.

The Art Loss Register's Marinello said the items taken could be worth "hundreds of millions of euros" if sold legally at auction. However, he said that was now impossible, as the paintings have already been registered internationally as stolen.

The stolen paintings were Pablo Picasso's 1971 "HAsenk said she spoke on behalf of tarlequin Head"; Claude Monet's 1901 "Waterloo Bridge, London" and "Charing Cross Bridge, London"; Henri Matisse's 1919 "Reading Girl in White and Yellow"; Paul Gauguin's 1898 "Girl in Front of Open Window"; Meyer de Haan's "Self-Portrait," around 1890, and Lucian Freud's 2002 work "Woman with Eyes Closed."

Marinello said the thieves have limited options available, such as seeking a ransom from the owners, the museum or the insurers. They could conceivably sell the paintings in the criminal market too, though any sale would likely be a small fraction of their potential auction value.

The Triton Foundation is a collection of avant-garde art put together by multimillionaire Willem Cordia, an investor and businessman, and his wife, Marijke Cordia-VanThe Kunsthal museu der Laan.

Asenk said she spoke on behalf of the family in saying "we are shocked, but we will go on."

"All involved want the public to still be able to see these kinds of special collections and private collections," she said.

The museum was cordoned off as police carried out their investigation Tuesday, but the museum will reopen Wednesday, she said.

The Kunsthal museum is a display space that has no permanent collection of its own — the name means "art gallery" in Dutch.

The Cordia family collection includes works by more than 150 famed artists. Others whose work was on show include Paul Cezanne, Marc Chagall, Salvador Dali, Edgar Degas and Andy Warhol.

Curators of the Cordia family collection aim to have the works on display for the public, and pieces have been shown in the past.

http://www.nytimes.com/aponline/2012/10/16/world/europe/ap-eu-netherlands-art-heist.html?_r=1&hp

Nas questões de números 48 a 50, leia os textos e assinale a alternativa em que a tradução está adequada.

Nas questões de números 48 a 50, leia os textos e assinale a alternativa em que a tradução está adequada.

O texto a seguir é referência para as questões 27 a 31.

Rio de Janeiro (Reuters) – Brazil’s hugely popular television soap-operas usually deal with tear-filled romance. But the violence engulfing the country has upstaged the melodrama and taken one “telenovela” to the top of the ratings.

“Vidas Opostas” (Opposite Lives) is a hit with residents of Rio de Janeiro, where it is set, and around the country, despite complaints that people are weary of the real-life bloodshed and gory newscasts.

“We are showing things as they are in Rio – slums, drug traffickers, corrupt cops, rotten politicians, and common people caught in the middle of all that”, director Alexandre Avancini said.

The prime-time telenovela on the Rede Record network, shot partly in a real slum, has beat leading network Globo in the ratings several times when pitted against big league soccer games – an undeniable sign of popularity in Brazil.

A love-story is not missing. “Vidas Opostas” is the story of a young millionaire heir who loves a girl who lives in a slum, or favela. The favela is controlled by a drug gang that is in the middle of a turf with a rival group, which has the backing of a corrupt cop, a typical scenario in many of Rio’s 600-plus shanty towns.

(http://www.gulf-times.com)

O texto a seguir é referência para as questões 27 a 31.

Rio de Janeiro (Reuters) – Brazil’s hugely popular television soap-operas usually deal with tear-filled romance. But the violence engulfing the country has upstaged the melodrama and taken one “telenovela” to the top of the ratings.

“Vidas Opostas” (Opposite Lives) is a hit with residents of Rio de Janeiro, where it is set, and around the country, despite complaints that people are weary of the real-life bloodshed and gory newscasts.

“We are showing things as they are in Rio – slums, drug traffickers, corrupt cops, rotten politicians, and common people caught in the middle of all that”, director Alexandre Avancini said.

The prime-time telenovela on the Rede Record network, shot partly in a real slum, has beat leading network Globo in the ratings several times when pitted against big league soccer games – an undeniable sign of popularity in Brazil.

A love-story is not missing. “Vidas Opostas” is the story of a young millionaire heir who loves a girl who lives in a slum, or favela. The favela is controlled by a drug gang that is in the middle of a turf with a rival group, which has the backing of a corrupt cop, a typical scenario in many of Rio’s 600-plus shanty towns.

(http://www.gulf-times.com)

O texto a seguir é referência para as questões 27 a 31.

Rio de Janeiro (Reuters) – Brazil’s hugely popular television soap-operas usually deal with tear-filled romance. But the violence engulfing the country has upstaged the melodrama and taken one “telenovela” to the top of the ratings.

“Vidas Opostas” (Opposite Lives) is a hit with residents of Rio de Janeiro, where it is set, and around the country, despite complaints that people are weary of the real-life bloodshed and gory newscasts.

“We are showing things as they are in Rio – slums, drug traffickers, corrupt cops, rotten politicians, and common people caught in the middle of all that”, director Alexandre Avancini said.

The prime-time telenovela on the Rede Record network, shot partly in a real slum, has beat leading network Globo in the ratings several times when pitted against big league soccer games – an undeniable sign of popularity in Brazil.

A love-story is not missing. “Vidas Opostas” is the story of a young millionaire heir who loves a girl who lives in a slum, or favela. The favela is controlled by a drug gang that is in the middle of a turf with a rival group, which has the backing of a corrupt cop, a typical scenario in many of Rio’s 600-plus shanty towns.

(http://www.gulf-times.com)

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)