Questões para Concursos

Instruction: answer questions 31 to 40 based on the following text. The highlights throughout the text are cited in the questions. Carnival ______ Carnival is ____ festival celebrated in _____countries of Catholic tradition, often with public parades of playful, imaginative wagons typically called "floats, masking, jokes and feasts”. Etymology The word carnival comes from the Latin "carnem levare" (=eliminate meat) and originally indicated the banquet that was held on the last day of Carnival (Mardi Gras), immediately before Lent , the period of fasting and abstinence when Christians would abstain _____ meat. The first evidence of the use of the word "carnevale" (or "carnevalo") are the texts of minstrel Matazone da Caligano of the late 13th century and writer Giovanni Sercambi around 1400. Carnival period In Catholic countries, traditionally Carnival begins on the Septuagesima Sunday (70 days to Easter, it was the first of the nine Sundays before the Holy Week in the Gregorian calendar), and in the Roman rite ends on the Tuesday before Ash Wednesday, which marks the beginning of Lent. The climax is usually from Thursday until Tuesday, the last day of Carnival. Being connected with Easter which is a moveable feast, the final dates of Carnival vary each year, though in some places it may begin already on 17 th January. Since Catholic Easter is on the Sunday after the 17first full moon of spring, therefore from 22 March to 25 April, and since there are 46 days between Ash Wednesday and Easter, then in non-leap years the last day of Carnival, Mardi Gras, can fall any time within February 3 to March 9. In the Ambrosian rite, which is followed in the Archdiocese of Milan and in some neighboring dioceses, Lent begins with the first Sunday of Lent, therefore the last day of Carnival is on Saturday, four days later than the Mardi Gras in other areas of Italy. Carnival in antiquity Although present in the Catholic tradition, Carnival has its origins in much older celebrations, such as the Greek Dionysian festivals ("Anthesteria") or the Roman "Saturnalia". During these ancient rites a temporary dissolution of the social obligations and hierarchies took place in favor of chaos, jokes and even debauchery. From a historical and religious point of view Carnival represented, therefore, a period of renewal, when chaos replaced the established order, but once festive period was over, a new or the old order re-emerged for another cycle until the next carnival. In Babylon , shortly after the vernal equinox the process of the foundation of the cosmos was re-enacted, described with the myth of the struggle of Marduk, the savior-god with Tiamat the dragon, which ended with the victory of the former. During these ceremonies a procession was held in which the forces of chaos were allegorically represented fighting the recreation of the universe, that is the myth of the death and resurrection of Marduk, the savior. In the parade there was a ship on wheels where the deities Moon and Sun were carried along a large avenue - a symbol of the Zodiac - to the sanctuary of Babylon, symbol of the earth. This period was accompanied by an unbridled freedom and a reversal of social order and morality. In the Roman world the feast in honor of the Egyptian goddess Isis involved the presence of masked groups, as told by Lucius Apuleius in the Metamorphoses (Book XI). Among the Romans the end of the old year was represented by a man covered with goat skins, carried in procession, hit with sticks and called Mamurius Veturius. Carnival is therefore a moment in a mythic cycle, it is the movement of spirits between heaven, earth and the underworld. In the spring, when the earth begins to show its power, Carnival opens a passage between the earth and the underworld, whose souls must be honored and for a short period the living lend them their bodies wearing masks. Masks therefore have often an apotropaic meaning, as the wearer takes on the features of the spirit represented. In the 15th and 16th centuries, the Medici in Florence organized large masked carts called "Trionfi" accompanied by carnival songs and dances one, the "Trionfo di Bacco e Arianna" also written by Lorenzo the Magnificent. In Rome under the Popes horse races took place and a called the "race of moccoletti" where runners bearing lit candles tried to blow out each other's candles. (Available at: http://www.italyheritage.com/traditions/carnival/2023/04/14/ – text especially adapted for this test).

There are several things to keep in mind when determining what field of IT to go into. Keep an eye on job websites to see which jobs are most in demand. Keep in mind that for many jobs described in an ad, there are several levels of positions available. For instance, there are “junior”, “senior”, and “lead” software developer positions available.
Be honest with yourself. If you don’t have previous experience, good contacts, or a good degree from a well-known university, you may want to apply for a lower-level job first. Also, find out what the job you are seeking typically pays in your area. If you are young, unemployed or are struggling financially, try and keep your salary expectations a bit lower than the average. That may improve your chances of getting hired.
Once you have work experience, then you will be in a good position to ask for more money. Sometimes the best way to get more money is to quit your job and work for another similar company. This may sound cruel or thankless, but that’s how business works in the real world.
Everyone who works hard deserves a raise every year. How do you show your IT manager that you are a good performer? Easy. Show up on time, be dependable, be active in the meetings, and always do a little bit more than is asked of you. Also, equally important is to be well-liked by members of your team.
One thing to bear in mind is the importance of learning something new every day. IT is an area where people are judged largely by how much they know. There are some things you can do to increase your worth to your company, like learning a new programming language or studying to be a project manager. Also, meeting company goals can have beneficial results when it’s time to renegotiate salaries, survive a round of layoffs, or get a promotion.

Internet: (adapted).

Based on the text previous text, judge the following items.

Language teachers, like other teachers, had to quickly rethink priorities and means of delivery in response to the Covid-19 pandemic as well as measures to manage the pandemic. It isn’t surprising then that some of the findings in our 2021 survey relate to the pandemic.
Language teaching was suspended by local education boards at one in five primary schools in January 2021 due to Covid-19, and the impact has been felt more acutely in deprived areas. Teachers in state secondary schools report that two in five pupils in Key Stage 3 (lower secondary) did not engage with language learning during the first national lockdown, leading to time lost to language learning for a lot of pupils.
Dr Ian Collen said that “the most disadvantaged pupils are most likely to have been negatively affected by the impact of Covid-19, experiencing greater disruption to their language learning and fewer international opportunities. Looking to the future, schools should consider giving more curriculum time to languages, as well as more opportunities to use languages in real life, such as visits abroad.”
Many teachers reported that they cannot wait to get back to face-to-face teaching in the classroom. Despite the barriers they have faced over the past year, it is encouraging to see how they pivoted to remote learning during the national lockdowns.

Internet: (adapted).

Based on the previous text, judge the following items.

Environmental and economic impacts of crude oil and natural gas production in developing countries

Environmental impacts that occur during the production of crude oil would mostly occur from long-term habitat change within the oil and gas field, production activities (including facility component maintenance or replacement), waste management (e.g. produced water), noise (e.g. from well operations, compressor or pump stations, flare stack, vehicle and equipment), the presence of workers and potential spills.
The adverse environmental impacts which could happen during production of crude oil and natural gas include: disturbance of wildlife due to noise and human activity; exposure of biota to contaminants; and mortality of biota resulting from collisions against aboveground facilities or with vehicles.
The presence of production wells, ancillary facilities and access road reduces habitat quality, disturbs the biota and thus affects ecological resources. Discharge of produced water inappropriately onto soil or into surface water bodies can result in salinity levels becoming too high to sustain plant growth.
Wildlife is always prone to have contact with petroleum-based products and other contaminants in reserve pits and water management facilities. Animals could become entrapped in the oil and drown, or they could ingest toxic quantities of oil, or succumb to cold stress if the oil damages the insulation provided by their feathers or fur.
Internet: (adapted).

Based on the text, judge the following items.

The worn wooden floorboards squeak under Rafael Molina’s heavy steps as he paces the saloon. Outside, the sound of galloping horses breaks the silence of the surrounding desert. All around him, the Old West town’s empty shops and abandoned houses look as if they have just been ransacked by cowboy bandits.
“When I was a kid, I could only dream about all this,” says the 68-year-old former actor and stuntman. “My aspiration was to see a film set firsthand. Today I own one of the most famous ones in the history of Western movies.”
But this busy movie site is located in Spain — not Montana or Texas. It’s one of three faux Old Western towns in the small village of Tabernas and the surrounding desert of the Almería province. Since the late 1950s, these rugged mountains, arid plains, and dry canyons have provided the backdrops for more than 170 movie Westerns, including The Good, The Bad and The Ugly (1966) and Once Upon a Time in The West (1968).
Molina belongs to a small community of local cowboy actors and stuntmen in Tabernas who have played a role in movies and TV shows since the first productions in the 1950s. They can perform anything from fistfights to horse drags. Knowledge and skills often pass from father to son, keeping tricks of the trade in the family. Steeped in the golden era of Westerns, these actors embody the values of their movie heroes: pride, bravado, freedom, and a trusting relationship with horses.
“I’ve always liked horses and the [U.S.] West,” says 29-year-old Ricardo Cruz Fernández, a stuntman and cowboy who appeared in recent productions including Game of Thrones. Fernández started his career as a cowboy after completing a stuntman course a decade ago.
Between productions, he performs daily shows at Fort Bravo for thousands of tourists who visit the set each year. In one show, Fernández portrays a bank robber who absconds with some gold. Visitors encounter him in the saloon, fist and (fake) gun fighting with actors playing his double-crossing accomplices. The town also offers cancan dance shows and set tours by horse-drawn wagon.
“I prefer to play the bad guy, because it gives me a wider range of possibilities,” says Fernández. “The good guy only has to keep things in order.”
Almería has hosted more than 500 productions, including blockbuster films ( Patton, Terminator: Dark Fate ) and TV shows ( Doctor Who ). “Our landscapes are very convenient. We have sea, desert, and snowy mountains all within a short distance,” says local producer Plácido Martínez. “We can serve as Texas, New Mexico, Arizona, California, and endless other natural settings.”
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Matteo Fagotto. The Wild West lives on in southern Spain.
In: National Geographic. Internet: (adapted)
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Concerning the previous text and its linguistic aspects, judge the following items. -

Internal audit’s role in ESG reporting Conversations and focus on sustainability, typically grouped into environmental, social and governance (ESG) issues, are quickly evolving — from activist investor groups and inquisitive regulators pushing for change to governing bodies and C-suite executives struggling to understand and embrace the concept. At the forefront of this new risk area is pressure for organizations to make public commitments to sustainability and provide routine updates to ESG-related strategies, goals, and metrics that are accurate and relevant. However, ESG reporting is still immature, and there is not a lot of definitive guidance for organizations in this space. For example, there is no single standard for what should be reported. What is clear is that strong governance over ESG — as with effective governance overall — requires alignment among the principal players as outlined in The Internal Institute of Auditors (IIA) Three Lines Model. As with any risk area, internal audit should be well-positioned to support the governing body and management with objective assurance, insights, and advice on ESG matters. Embarking on the ESG journey Efforts to mitigate the accelerating effects of climate change and address perceived historical social inequities are two powerful issues driving change globally. These movements have enhanced awareness of how all organizations impact, influence, and interact with society and the environment. They also have spurred organizations to better recognize and manage ESG risks (i.e., risks associated with how organizations operate in respect to their impact on the world around them). This broad risk category includes areas that are dynamic and often driven by factors that can be difficult to measure objectively. Still, there is growing urgency for organizations to understand and manage ESG risks, particularly as investors and regulators focus on organizations producing high-quality reporting on sustainability efforts. What’s more, that pressure is being reflected increasingly in executive performance as more organizations tie incentive compensation metrics to ESG goals. As ESG reporting becomes increasingly common, it should be treated with the same care as financial reporting. Organizations need to recognize that ESG reporting must be built on a strategically crafted system of internal controls and accurately reflect how an organization’s ESG efforts relate to each other, the organization’s finances, and value creation. Internal audit can and should play a significant role in an organization’s ESG journey. It can add value in an advisory capacity by helping to identify and establish a functional ESG control environment. It also can offer critical assurance support by providing an independent and objective review of the effectiveness of ESG risk assessments, responses, and controls. Source: Adapted from https://na.theiia.org/about-ia/PublicDocuments/WhitePaper-Internal-Audits-Role-in-ESG-Reporting.pdf

Internal audit’s role in ESG reporting Conversations and focus on sustainability, typically grouped into environmental, social and governance (ESG) issues, are quickly evolving — from activist investor groups and inquisitive regulators pushing for change to governing bodies and C-suite executives struggling to understand and embrace the concept. At the forefront of this new risk area is pressure for organizations to make public commitments to sustainability and provide routine updates to ESG-related strategies, goals, and metrics that are accurate and relevant. However, ESG reporting is still immature, and there is not a lot of definitive guidance for organizations in this space. For example, there is no single standard for what should be reported. What is clear is that strong governance over ESG — as with effective governance overall — requires alignment among the principal players as outlined in The Internal Institute of Auditors (IIA) Three Lines Model. As with any risk area, internal audit should be well-positioned to support the governing body and management with objective assurance, insights, and advice on ESG matters. Embarking on the ESG journey Efforts to mitigate the accelerating effects of climate change and address perceived historical social inequities are two powerful issues driving change globally. These movements have enhanced awareness of how all organizations impact, influence, and interact with society and the environment. They also have spurred organizations to better recognize and manage ESG risks (i.e., risks associated with how organizations operate in respect to their impact on the world around them). This broad risk category includes areas that are dynamic and often driven by factors that can be difficult to measure objectively. Still, there is growing urgency for organizations to understand and manage ESG risks, particularly as investors and regulators focus on organizations producing high-quality reporting on sustainability efforts. What’s more, that pressure is being reflected increasingly in executive performance as more organizations tie incentive compensation metrics to ESG goals. As ESG reporting becomes increasingly common, it should be treated with the same care as financial reporting. Organizations need to recognize that ESG reporting must be built on a strategically crafted system of internal controls and accurately reflect how an organization’s ESG efforts relate to each other, the organization’s finances, and value creation. Internal audit can and should play a significant role in an organization’s ESG journey. It can add value in an advisory capacity by helping to identify and establish a functional ESG control environment. It also can offer critical assurance support by providing an independent and objective review of the effectiveness of ESG risk assessments, responses, and controls. Source: Adapted from https://na.theiia.org/about-ia/PublicDocuments/WhitePaper-Internal-Audits-Role-in-ESG-Reporting.pdf

Internal audit’s role in ESG reporting Conversations and focus on sustainability, typically grouped into environmental, social and governance (ESG) issues, are quickly evolving — from activist investor groups and inquisitive regulators pushing for change to governing bodies and C-suite executives struggling to understand and embrace the concept. At the forefront of this new risk area is pressure for organizations to make public commitments to sustainability and provide routine updates to ESG-related strategies, goals, and metrics that are accurate and relevant. However, ESG reporting is still immature, and there is not a lot of definitive guidance for organizations in this space. For example, there is no single standard for what should be reported. What is clear is that strong governance over ESG — as with effective governance overall — requires alignment among the principal players as outlined in The Internal Institute of Auditors (IIA) Three Lines Model. As with any risk area, internal audit should be well-positioned to support the governing body and management with objective assurance, insights, and advice on ESG matters. Embarking on the ESG journey Efforts to mitigate the accelerating effects of climate change and address perceived historical social inequities are two powerful issues driving change globally. These movements have enhanced awareness of how all organizations impact, influence, and interact with society and the environment. They also have spurred organizations to better recognize and manage ESG risks (i.e., risks associated with how organizations operate in respect to their impact on the world around them). This broad risk category includes areas that are dynamic and often driven by factors that can be difficult to measure objectively. Still, there is growing urgency for organizations to understand and manage ESG risks, particularly as investors and regulators focus on organizations producing high-quality reporting on sustainability efforts. What’s more, that pressure is being reflected increasingly in executive performance as more organizations tie incentive compensation metrics to ESG goals. As ESG reporting becomes increasingly common, it should be treated with the same care as financial reporting. Organizations need to recognize that ESG reporting must be built on a strategically crafted system of internal controls and accurately reflect how an organization’s ESG efforts relate to each other, the organization’s finances, and value creation. Internal audit can and should play a significant role in an organization’s ESG journey. It can add value in an advisory capacity by helping to identify and establish a functional ESG control environment. It also can offer critical assurance support by providing an independent and objective review of the effectiveness of ESG risk assessments, responses, and controls. Source: Adapted from https://na.theiia.org/about-ia/PublicDocuments/WhitePaper-Internal-Audits-Role-in-ESG-Reporting.pdf

Internal audit’s role in ESG reporting Conversations and focus on sustainability, typically grouped into environmental, social and governance (ESG) issues, are quickly evolving — from activist investor groups and inquisitive regulators pushing for change to governing bodies and C-suite executives struggling to understand and embrace the concept. At the forefront of this new risk area is pressure for organizations to make public commitments to sustainability and provide routine updates to ESG-related strategies, goals, and metrics that are accurate and relevant. However, ESG reporting is still immature, and there is not a lot of definitive guidance for organizations in this space. For example, there is no single standard for what should be reported. What is clear is that strong governance over ESG — as with effective governance overall — requires alignment among the principal players as outlined in The Internal Institute of Auditors (IIA) Three Lines Model. As with any risk area, internal audit should be well-positioned to support the governing body and management with objective assurance, insights, and advice on ESG matters. Embarking on the ESG journey Efforts to mitigate the accelerating effects of climate change and address perceived historical social inequities are two powerful issues driving change globally. These movements have enhanced awareness of how all organizations impact, influence, and interact with society and the environment. They also have spurred organizations to better recognize and manage ESG risks (i.e., risks associated with how organizations operate in respect to their impact on the world around them). This broad risk category includes areas that are dynamic and often driven by factors that can be difficult to measure objectively. Still, there is growing urgency for organizations to understand and manage ESG risks, particularly as investors and regulators focus on organizations producing high-quality reporting on sustainability efforts. What’s more, that pressure is being reflected increasingly in executive performance as more organizations tie incentive compensation metrics to ESG goals. As ESG reporting becomes increasingly common, it should be treated with the same care as financial reporting. Organizations need to recognize that ESG reporting must be built on a strategically crafted system of internal controls and accurately reflect how an organization’s ESG efforts relate to each other, the organization’s finances, and value creation. Internal audit can and should play a significant role in an organization’s ESG journey. It can add value in an advisory capacity by helping to identify and establish a functional ESG control environment. It also can offer critical assurance support by providing an independent and objective review of the effectiveness of ESG risk assessments, responses, and controls. Source: Adapted from https://na.theiia.org/about-ia/PublicDocuments/WhitePaper-Internal-Audits-Role-in-ESG-Reporting.pdf