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《HOPE English 希平方》服務條款關於個人資料收集與使用之規定

隱私權政策
上次更新日期:2014-12-30

希平方 為一英文學習平台,我們每天固定上傳優質且豐富的影片內容,讓您不但能以有趣的方式學習英文,還能增加內涵,豐富知識。我們非常注重您的隱私,以下說明為當您使用我們平台時,我們如何收集、使用、揭露、轉移及儲存你的資料。請您花一些時間熟讀我們的隱私權做法,我們歡迎您的任何疑問或意見,提供我們將產品、服務、內容、廣告做得更好。

本政策涵蓋的內容包括:希平方 如何處理蒐集或收到的個人資料。
本隱私權保護政策只適用於: 希平方 平台,不適用於非 希平方 平台所有或控制的公司,也不適用於非 希平方 僱用或管理之人。

個人資料的收集與使用
當您註冊 希平方 平台時,我們會詢問您姓名、電子郵件、出生日期、職位、行業及個人興趣等資料。在您註冊完 希平方 帳號並登入我們的服務後,我們就能辨認您的身分,讓您使用更完整的服務,或參加相關宣傳、優惠及贈獎活動。希平方 也可能從商業夥伴或其他公司處取得您的個人資料,並將這些資料與 希平方 所擁有的您的個人資料相結合。

我們所收集的個人資料, 將用於通知您有關 希平方 最新產品公告、軟體更新,以及即將發生的事件,也可用以協助改進我們的服務。

我們也可能使用個人資料為內部用途。例如:稽核、資料分析、研究等,以改進 希平方公司 產品、服務及客戶溝通。

瀏覽資料的收集與使用
希平方 自動接收並記錄您電腦和瀏覽器上的資料,包括 IP 位址、希平方 cookie 中的資料、軟體和硬體屬性以及您瀏覽的網頁紀錄。

隱私權政策修訂
我們會不定時修正與變更《隱私權政策》,不會在未經您明確同意的情況下,縮減本《隱私權政策》賦予您的權利。隱私權政策變更時一律會在本頁發佈;如果屬於重大變更,我們會提供更明顯的通知 (包括某些服務會以電子郵件通知隱私權政策的變更)。我們還會將本《隱私權政策》的舊版加以封存,方便您回顧。

服務條款
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上次更新日期:2013-09-09

歡迎您加入看 ”希平方”
感謝您使用我們的產品和服務(以下簡稱「本服務」),本服務是由 希平方 所提供。
本服務條款訂立的目的,是為了保護會員以及所有使用者(以下稱會員)的權益,並構成會員與本服務提供者之間的契約,在使用者完成註冊手續前,應詳細閱讀本服務條款之全部條文,一旦您按下「註冊」按鈕,即表示您已知悉、並完全同意本服務條款的所有約定。如您是法律上之無行為能力人或限制行為能力人(如未滿二十歲之未成年人),則您在加入會員前,請將本服務條款交由您的法定代理人(如父母、輔助人或監護人)閱讀,並得到其同意,您才可註冊及使用 希平方 所提供之會員服務。當您開始使用 希平方 所提供之會員服務時,則表示您的法定代理人(如父母、輔助人或監護人)已經閱讀、了解並同意本服務條款。 我們可能會修改本條款或適用於本服務之任何額外條款,以(例如)反映法律之變更或本服務之變動。您應定期查閱本條款內容。這些條款如有修訂,我們會在本網頁發佈通知。變更不會回溯適用,並將於公布變更起十四天或更長時間後方始生效。不過,針對本服務新功能的變更,或基於法律理由而為之變更,將立即生效。如果您不同意本服務之修訂條款,則請停止使用該本服務。

第三人網站的連結 本服務或協力廠商可能會提供連結至其他網站或網路資源的連結。您可能會因此連結至其他業者經營的網站,但不表示希平方與該等業者有任何關係。其他業者經營的網站均由各該業者自行負責,不屬希平方控制及負責範圍之內。

兒童及青少年之保護 兒童及青少年上網已經成為無可避免之趨勢,使用網際網路獲取知識更可以培養子女的成熟度與競爭能力。然而網路上的確存有不適宜兒童及青少年接受的訊息,例如色情與暴力的訊息,兒童及青少年有可能因此受到心靈與肉體上的傷害。因此,為確保兒童及青少年使用網路的安全,並避免隱私權受到侵犯,家長(或監護人)應先檢閱各該網站是否有保護個人資料的「隱私權政策」,再決定是否同意提出相關的個人資料;並應持續叮嚀兒童及青少年不可洩漏自己或家人的任何資料(包括姓名、地址、電話、電子郵件信箱、照片、信用卡號等)給任何人。

為了維護 希平方 網站安全,我們需要您的協助:

您承諾絕不為任何非法目的或以任何非法方式使用本服務,並承諾遵守中華民國相關法規及一切使用網際網路之國際慣例。您若係中華民國以外之使用者,並同意遵守所屬國家或地域之法令。您同意並保證不得利用本服務從事侵害他人權益或違法之行為,包括但不限於:
A. 侵害他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利;
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E. 干擾或中斷本服務或伺服器或連結本服務之網路,或不遵守連結至本服務之相關需求、程序、政策或規則等,包括但不限於:使用任何設備、軟體或刻意規避看 希平方 - 看 YouTube 學英文 之排除自動搜尋之標頭 (robot exclusion headers);

服務中斷或暫停
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版權宣告
上次更新日期:2013-09-16

希平方 內所有資料之著作權、所有權與智慧財產權,包括翻譯內容、程式與軟體均為 希平方 所有,須經希平方同意合法才得以使用。
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網站連結
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「Andrew Bastawrous:為弱勢族群募資健康照護的全新方法」- A New Way to Fund Health Care for the Most Vulnerable


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These two Kenyan ladies were best friends from neighboring villages, but they'd stopped seeing each other, literally, for 10 years, because both had gone blind from a curable condition called cataracts. They hadn't been aware they'd been sat together for over an hour when we offered them surgery at the nearest hospital. Mama Jane, on the right, told me her biggest fear was that she would poison her grandson, whom she'd never seen, because she couldn't see what she was cooking for him. Her arms were covered in burns from cooking on a charcoal stove, and she despaired that she was robbing her six-year-old grandson of his childhood because he was effectively her eyes. The effect of her blindness was going through the generations. He wasn't able to go to school or break the cycle of poverty. All of this, despite cost-effective solutions existing. Cataract surgery can be done in under 10 minutes for just a hundred dollars. Four in every five people who are blind don't need to be; curative or preventive treatments already exist. Fortunately for Mama Jane and her friend, a donor had provided treatment so that we could take them to the nearest hospital three hours away.

But in that very same clinic, I met Theresa, a shy young woman who couldn't look me in the eyes, not because she couldn't see, but the appearance of the growth on her eyes called pterygium meant she'd lost her confidence, and with it, her place in her community. She had no prospects for marriage or children and had been completely ostracized. I knew how to treat her condition; it was pretty straightforward. But we had strict instructions that the funds we had were for people with cataracts. What was I supposed to do? Ignore her?

My wife and I managed to raise the funds to cover her treatment, but situations like Theresa were common every day, where people had the wrong diseases. And by the "wrong diseases," I mean conditions for which funding hadn't been earmarked. Earmarking may seem like smart business or smart philanthropy on paper, but it doesn't make any sense when you're looking the person in the eye. Yet, this is how we deliver health care to millions of people the world over.

I've been thinking about this problem for a very long time. Things happened to me at the age of 12 that completely transformed my life. My teachers insisted that I would go for an eye test. I resisted it for as many years as I could because as the only brown boy in the school, I already felt like a chocolate chip in rice pudding, and the idea of looking more different was not particularly appealing. You see, I'd associated an eye test with wearing glasses and looking different, not with seeing differently. When eventually I was persuaded to go, the optometrist fitted me with the trial lenses and was shocked at just how poor my sight was. He sent me outside to report what I could see. I remember looking up and seeing trees had leaves on them. I had never known this. Later that week, for the first time, I saw stars in the night sky. It was breathtaking.

In fact, the entire trajectory of my life changed. I went from a failing child at school who was constantly told I was lazy and not paying attention to suddenly being a child with opportunity and potential. But I soon realized that this opportunity was not universal. That same summer, in Egypt, the home where my parents are originally from, I was with children that looked a lot more like me but couldn't have been more different. What separated us was opportunity. How is it that I had this life and they had theirs? It still makes no sense to me. How is it we've—in a world where glasses, that completely changed my life have been around for 700 years, yet two and a half billion people still can't access them.

This deep sense of injustice drove me to become a doctor, eventually an eye surgeon, and in 2012, my wife and I packed our bags and moved to Kenya to try and give something back. We started by setting up a hundred eye clinics across the Great Rift Valley, where we met people like Mama Jane and Theresa. We founded a new organization called Peek Vision, a social enterprise where we built smartphone technology that makes it possible for people in the community to find people in their homes, the most vulnerable groups who are being missed, and created new tools that made it easier to diagnose them and connect them to services. Inspired by the challenges I'd had as a child, we equipped teachers, 25 of them, with smartphones to screen children in schools. Our first program resulted in 21,000 children being screened in just nine days. That same program was replicated to reach 200,000 children, covering the entire district. Soon we were able to repeat this in six new programs in different countries.

But now, I was faced with the very same problems I had with Theresa of earmarked funds, but now as an organization. People wanted to fund specific projects or particular diseases or subsets of the population. But it didn't make sense, because what we needed to do was build an incredible team who could create the systems that would change the lives of millions of people, whatever their needs were. But it didn't work that way. Soon, we were able to align ourselves with partners who understood, because I understand the challenge. Ultimately, you need to trust where your money's going, and that trust usually manifests through the requirement to create detailed plans—lots of paperwork.

But what happens if the dynamic needs of people don't fit with the plan that you created, and your funding is dependent on delivering the plan? You end up with a choice: Do you serve the plan, the funder, or do you serve the need? This is not a choice we should have to make, because ultimately, we can only serve one master.

The measure of our humanity is how we serve the most vulnerable amongst us. Currently, the system is not working, and too many people are being left behind. We've been fortunate to find incredible supporters and partners, which led to a new program in Botswana, in which every single schoolchild is being screened and treated by the end of 2021, meaning an entire generation of children will have the opportunity that good vision affords. But this took years of work. It took multiple feasibility studies, engaging different partners and stakeholders, business cases, economic analyses, to persuade the government to eventually come on board. But they're now leading and funding this in their own national budget. But we did not have the resources to do this. Our visionary funders and partners came alongside us, and the key ingredients were we were aligned on mission, on the why we were doing it. We agreed on the outcome, what had to be done. But critically, they were flexible and gave us autonomy to work out how we got there, giving us the space to be creative, ambitious and take risk. What if all health care looked like this? What would it mean for all the social causes we're trying to solve?

Business knows this. By taking a long-term, ambitious view and giving people the autonomy to be creative to solve our world's biggest challenges, we've disrupted entire industries. Look at Amazon, Google. Surely, we need the same level of ambition if we're going to serve the most vulnerable in our societies. As a planet, we've set a target, the Sustainable Development Goals, yet we're spending less than half the amount on tackling the global goals than we are on conflict resolution, which mostly arises from the very inequalities we're not serving. It's time for change. It's not just common sense as well—it makes business sense. Our work in Botswana showed for a modest investment, the economy would gain 1.3 billion dollars over the lifetime of the children. That was 150 times return on investment.

But part of the problem is that value is generated in the future, but we need the money now to deliver it. Turns out, this is not a new problem. Banks have been solving it for centuries. Simply put, it's called financing. If you want to buy a house but you can't afford to pay for it up front, the bank financiers, you see, can realize that future value now. In other words, you can live in the house straightaway. But what if you couldn't? What if you had to wait until you'd raised all of the money to move into the house, and you were kept homeless whilst trying to save the money to get there in the first place? You'd end up in an impossible cycle, never able to get there, yet that's this very same bind we've put on ourselves.

Inspired by the change in Botswana and by the visionary support of our funders and partners, we've come together—two world-leading banks, for-profit and private, not-for-profit organizations, foundations and philanthropists—to launch the Vision Catalyst Fund, a fund which will have trust built in by design. It will make funding available now to the organizations that can serve the need of the most vulnerable. It will ensure that those organizations can work together in partnership, rather than competing for limited funds, serving the priority needs of an entire population, whatever they are, so that ultimately the individuals affected can receive the care that they deserve.

And as we've shown, it doesn't make just a health and social difference, it creates huge economic benefit. This benefit in itself will create sustainability to perpetuate a virtuous, catalytic cycle of improvement and change. Because when we do this, the individual needs of people like myself can be met. And this coalition has come together this year to make a commitment with 53 heads of government, who have now committed to take action towards achieving access to quality eye care for all. We've had incredible commitments of 200 million pairs of glasses to the fund and millions of dollars, so that the dynamic and individual needs of people—like my own issues that I had as child, and like Theresa, who just required simple surgery—can be met.

For Theresa, it meant her place back in society, now with her own family and children. And for Mama Jane, it wasn't just restoring her sight, it meant the opportunity to restore hope, to restore joy and to restore dignity.

Thank you.

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    單句重覆、上一句、下一句:顧名思義,以句子為單位重覆播放,單句重覆鍵顯示橘色時為重覆播放狀態;顯示灰色時為正常播放狀態。按上一句鍵、下一句鍵時就會自動重覆播放該句。
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    中、英文字幕開關:中、英文字幕按鍵為綠色為開啟,灰色為關閉。鼓勵大家搞懂每一句的內容以後,關上字幕聽聽看,會發現自己好像在聽中文說故事一樣,會很有成就感喔!
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