在双页布局中使用 minipage

Question

如果我理解正确的话，问题在于的顶部b.eps与相邻 minipage 中的不对齐。造成这种情况的原因是 s参数\section的含义。并不意味着的最顶部tminipagetminipage将对齐，而是第一行文本的基线每个部分minipage都对齐。您可能会注意到，图像的底部与部分标题的基线对齐。

要修改它，您可以将minipage参数更改为

\begin{minipage}[t][][b]{.30\linewidth}

如同底部对齐的 minipage 环境，或者您可以添加\usepackage[export]{adjustbox}并使用\includegraphics[valign=t]{b}，如中所述小页面的垂直对齐。

但是，在我看来，这minipage可能不是您使用的最佳途径。例如，它不允许分页符。因此，我建议使用\marginpars 的替代方法。

一些说明：

我将左边距改为3in并设置marginparwidth=2.5in。
加载该marginfix包是为了改善\marginpars 的定位。
\reversemarginpar将\marginpars 放在左边距，而不是默认的右边距。
我还修改了表格，以使用更少的水平规则，并使用booktabs包的规则代替默认的规则\hline。
我之所以评论这些wallpaper内容，是因为我懒得找合适的图片，而且据我所知，这些内容与问题无关。如果确实重要，请发表评论。

在此处输入图片描述

\documentclass[a4paper]{article}
\usepackage[english]{babel}
\usepackage[top=2in, bottom=2.2in, left=3in, right=1in,marginparwidth=2.5in]{geometry}
\usepackage{graphicx}
\usepackage{marginfix}
\usepackage{booktabs}
\usepackage[bookmarks=false, pdfborder=0]{hyperref}
\usepackage{wallpaper}
%-------------------
\pagestyle{empty}
%\ULCornerWallPaper{1}{top.eps}
%\LLCornerWallPaper{1}{bottom.eps}
%-------------------

\reversemarginpar
\begin{document}

\marginpar{\setlength{\leftmargini}{0.5em}
\begin{itemize}%[itemsep=4pt]
\item Serial Number: 5
\item April 2015
\item \href{http://www.google.com}{www.google.com}
\end{itemize}
\lineskip 5em%
\includegraphics[width=\linewidth]{example-image-a}
}
\section*{Header 1}
\subsection*{Header 2}

What do the world's most innovative cities -- from London, to Helsinki, and Seoul to Amsterdam -- have in common? Each has a uniquely local spirit, but has developed an entrepreneurial edge compared to global peers.

Is it the amount of money they invest in local startups, how they regulate new business models or how they use data to govern? New research published today by innovation charity Nesta, Accenture and the Future Cities Catapult may have some answers. "We set out to measure the quality of the policy environment -- how well city governments are supporting the growth of a tech community," says John Gibson, study co-author and Director of Government Innovation at Nesta.

The research team evaluated 40 city governments and crunched 1,400 data points. Their big goal: to help policymakers make entrepreneurs' lives easier. According to their report, the top performing cities are New York, London and Helsinki. "Helsinki came as a surprise," Gibson says. One of the most unique innovations the city has is an Uber-like mobility-on-demand strategy so wherever you are in the city centre, it delivers you the ideal route by converging all public and private transport options, and even deviating bus routes around you.

Amsterdam, which was fifth on the list, was another pleasant surprise, according to Gibson. "They have city-sponsored smart districts, co-working locations and investment funds. The government just launched their Startup Amsterdam strategy to promote the community globally," he says.

{\setlength{\tabcolsep}{5pt}
\footnotesize\centering
%\caption{Some Caption} \\
\begin{tabular}{lrr}
\toprule
\multicolumn{3}{c}{\textbf{Select Coverage}} \\[1mm]
\multicolumn{3}{c}{(out of total of 41 Tables)} \\[1mm]
\midrule
&\multicolumn{2}{c}{\textbf{Time Series}} \\[1mm]
&Earliest&Latest \\ \midrule
Annual finance statements&2006&2014 \\ 
Half-yearly finance statements&2008&2015 \\ 
Quarterly finance statements&2009&2015 \\ 
Segment-wise information&2005&2014 \\ 
Related party transactions&2007&2015 \\ 
Interested party transactions&2010&2015 \\ 
Equity ownership pattern&2007&2015 \\ 
Auditors, Bankers, Managers, Trustees&2007&2014 \\ \bottomrule
\end{tabular}
\par}

\newpage

\marginpar{\includegraphics[width=\linewidth]{example-image-b}}
\section*{Header3}

"They are really going gangbusters." Gibson's team analysed the cities by identifying nine roles that a city can play to support local entrepreneurship -- from regulator and customer, to host and connector. "For instance, take the role of customer -- cities spend £4.5 trillion a year buying goods and services, so we measured whether it's done in a way that's open and accessible for startups, or locked down with incumbents," Gibson explains. Sao Paolo was one of the best examples. All you need to do to qualify for a government procurement contract is to show you've paid your taxes -- no complicated invoices or legal minefields.

"They have a rule that says startups get preferential treatment if their price is up to 10 per cent more that that of large companies," Gibson says. "They're using their procurement system to pull through great ideas from small companies. London should copy that policy." In Tokyo on the other hand, startups wouldn't dare compete for government business -- the policies are set up to bring in large corporates, over small businesses.

Once the data was crunched, the report clustered the 40 cities into four tiers of performance, based on their shared characteristics and their overall profiles. In the bottom tier are the 'Experimenters' -- cities like Jakarta, Istanbul and Nairobi which are still testing the waters with new e-government strategies, like Jakarta's mobile reporting app for citizens' complaints. In the top tier, or Front Runners, London came in behind New York, because it hasn't integrated an entrepreneurial element into leadership yet -- "It doesn't have an innovation team in city hall or a Chief Technology Officer, like many North American cities," Gibson says.

"Also, where London put in £1.5m into digital skills education, New York's mayor De Blasio committed \$70m." London was however, the first to get its act together for open data, which led directly to the founding of startups like Citymapper, which adapted the data into a business model. "Citymapper built a product that allows you to navigate city transport, and is now in 20 different cities. There's a lovely cause and effect there," Gibson says. Neil Rimer, cofounder of investment firm Index Ventures, who wasn't involved in the research, thinks the report will have a practical impact.

\end{document}

\documentclass[a4paper]{article}
\usepackage[english]{babel}
\usepackage[top=2in, bottom=2.2in, left=3in, right=1in,marginparwidth=2.5in]{geometry}
\usepackage{marginfix}
\usepackage{booktabs}
\usepackage{graphicx}
\usepackage[bookmarks=false, pdfborder=0]{hyperref}

\reversemarginpar
\begin{document}

\marginpar{%
\setlength{\leftmargini}{0.5em}
\begin{itemize}%[itemsep=4pt]
\item Serial Number: 5
\item April 2015
\item \href{http://www.google.com}{www.google.com}
\end{itemize}
\lineskip 5em%
\includegraphics[width=\linewidth]{example-image-a}
}

\section*{Header 1}
\subsection*{Header 2}

What do the world's most innovative cities -- from London, to Helsinki, and Seoul to Amsterdam -- have in common? Each has a uniquely local spirit, but has developed an entrepreneurial edge compared to global peers.

Is it the amount of money they invest in local startups, how they regulate new business models or how they use data to govern? New research published today by innovation charity Nesta, Accenture and the Future Cities Catapult may have some answers. "We set out to measure the quality of the policy environment -- how well city governments are supporting the growth of a tech community," says John Gibson, study co-author and Director of Government Innovation at Nesta.

The research team evaluated 40 city governments and crunched 1,400 data points. Their big goal: to help policymakers make entrepreneurs' lives easier. According to their report, the top performing cities are New York, London and Helsinki. "Helsinki came as a surprise," Gibson says. One of the most unique innovations the city has is an Uber-like mobility-on-demand strategy so wherever you are in the city centre, it delivers you the ideal route by converging all public and private transport options, and even deviating bus routes around you.

Amsterdam, which was fifth on the list, was another pleasant surprise, according to Gibson. "They have city-sponsored smart districts, co-working locations and investment funds. The government just launched their Startup Amsterdam strategy to promote the community globally," he says.


{\setlength{\tabcolsep}{5pt}
\footnotesize\centering
\begin{tabular}{lrr}
\toprule
\multicolumn{3}{c}{\textbf{Select Coverage}} \\[1mm]
\multicolumn{3}{c}{(out of total of 41 Tables)} \\[1mm]
\midrule
&\multicolumn{2}{c}{\textbf{Time Series}} \\[1mm]
&Earliest&Latest \\ \midrule
Annual finance statements&2006&2014 \\ 
Half-yearly finance statements&2008&2015 \\ 
Quarterly finance statements&2009&2015 \\ 
Segment-wise information&2005&2014 \\ 
Related party transactions&2007&2015 \\ 
Interested party transactions&2010&2015 \\ 
Equity ownership pattern&2007&2015 \\ 
Auditors, Bankers, Managers, Trustees&2007&2014 \\ \bottomrule
\end{tabular}\par
}

\newpage

\section*{Header3}
\marginpar{\includegraphics[width=\linewidth]{example-image-b}}
"They are really going gangbusters." Gibson's team analysed the cities by identifying nine roles that a city can play to support local entrepreneurship -- from regulator and customer, to host and connector. "For instance, take the role of customer -- cities spend £4.5 trillion a year buying goods and services, so we measured whether it's done in a way that's open and accessible for startups, or locked down with incumbents," Gibson explains. Sao Paolo was one of the best examples. All you need to do to qualify for a government procurement contract is to show you've paid your taxes -- no complicated invoices or legal minefields.

"They have a rule that says startups get preferential treatment if their price is up to 10 per cent more that that of large companies," Gibson says. "They're using their procurement system to pull through great ideas from small companies. London should copy that policy." In Tokyo on the other hand, startups wouldn't dare compete for government business -- the policies are set up to bring in large corporates, over small businesses.

Once the data was crunched, the report clustered the 40 cities into four tiers of performance, based on their shared characteristics and their overall profiles. In the bottom tier are the 'Experimenters' -- cities like Jakarta, Istanbul and Nairobi which are still testing the waters with new e-government strategies, like Jakarta's mobile reporting app for citizens' complaints. In the top tier, or Front Runners, London came in behind New York, because it hasn't integrated an entrepreneurial element into leadership yet -- "It doesn't have an innovation team in city hall or a Chief Technology Officer, like many North American cities," Gibson says.

"Also, where London put in £1.5m into digital skills education, New York's mayor De Blasio committed \$70m." London was however, the first to get its act together for open data, which led directly to the founding of startups like Citymapper, which adapted the data into a business model. "Citymapper built a product that allows you to navigate city transport, and is now in 20 different cities. There's a lovely cause and effect there," Gibson says. Neil Rimer, cofounder of investment firm Index Ventures, who wasn't involved in the research, thinks the report will have a practical impact.

\end{document}

Answer 1