GT IELTS Collection 1 Reading Test 11

How to choose your interior designer

Choosing the right interior designer can make a major difference to the success of your project, so it is worth taking the time to assess your options carefully. Before you begin your search, develop a comprehensive budget and have a clear sense of your style, needs, and priorities.

Once you have a design in mind, you can start narrowing down your shortlist. A good place to begin is by assessing each designer’s qualifications. In Australia, this may involve checking whether the designer holds relevant qualifications or accreditation. Many designers are also members of professional bodies that you can contact to verify their credentials.

You can also check whether the designer belongs to an industry association such as the Design Institute of Australia (DIA), and whether they have received any industry awards. For example, the DIA runs state and national awards programmes, including categories that recognise the quality of service and creativity a designer provides.

Completed projects and showrooms, which are spaces designed by the professional and made available for viewing, can also give you a valuable opportunity to study their work up close. Showrooms are usually offered by established design firms that work on a larger scale and can deliver strong quality and value. They may also allow you to speak with the designer directly, learn more about the service, and clarify what is and is not included in the fee. In some cases, you may also be able to speak with other clients you meet there and ask for their views on the workmanship in the completed space.

Finally, avoid signing any business contract until you have read and understood it thoroughly. Ask your designer to use a standard design contract that clearly sets out the scope, fees, and timelines, and that is fair to both the client and the designer. You have seven business days after signing the contract during which you may withdraw from it.

Pearlside’s adventure activities

A. RIB riding

Take on rough seas in a fast-moving RIB, or Rigid Inflatable Boat. These powerful vessels are built to handle choppy water and move through the waves with ease. As the boat speeds across the wake of huge cruise ships in one of the world’s busiest shipping channels, you will definitely need to keep a firm grip.

B. Kayaking

Put your courage to the test as you paddle out to a deserted military fort standing on a rocky outcrop in the sea. The route then takes you through the island’s lively harbours before bringing you safely back to shore. Once you return, you can look forward to a hot shower and a relaxing cup of tea free of charge.

C. Cycling

Cyclists who enjoy a challenge can try the well-known Round the Island Cycle Route. The steep hills in the south will test your strength and determination. For a more relaxed option, follow the traffic-free cycle paths that run along old railway lines.

D. Segway riding

Riding a Segway may look simple, but it takes some practice to do it well. In theory, you lean forward to move faster and lean back to slow down. Once you have mastered the basics, you can glide around the island on these unusual electric machines.

E. Tree climbing

Climbing up into the branches of a 25-metre oak tree is an experience you will not forget. With a rope and harness to support you, you can stand on narrow branches, swing between the boughs, or simply enjoy the view from above. You can also relax in a hammock high in the tree and take in the beautiful bird’s-eye scenery.

F. Mountain boarding

Mountain boarding was first created as a way to enjoy a snowboarding-style sport outside the winter season. Today, it has developed into a sport of its own, combining speed with the challenge of rougher landings. After some practice and a few knocks, you may be ready to call yourself a mountain boarder.

Workplace Health and Safety Considerations for Farmers

Farms are often busy working environments. There is always work to be done, and many tasks involve demanding physical labour. This type of work carries a range of risks, so practical steps must be taken to reduce the likelihood of injury.

Farm workers regularly handle heavy loads. Although this is part of the job, it should not be treated with complacency. According to the UK Health and Safety Executive, activities involving excessive weight, such as moving 50 kilograms of bagged soil or carrying heavy buckets of animal feed across fields, “should be avoided at all times”. Repeated heavy lifting can lead to long-term musculoskeletal problems and fatigue, which may also increase the risk of accidents. To reduce these risks, workers should use mechanical aids such as trolleys, barrows, loaders, or forklifts wherever possible, rather than relying on manual strength alone. Loads should also be divided into smaller amounts, stored close to where they are needed, and moved by two or more workers when they cannot be handled safely by one person.

Farm workers may also spend much of their time handling loads that are bulky, awkward, or difficult to grasp. For example, handling a lively or agitated animal may force a worker into an awkward posture, which can be tiring and increase the risk of injury. Workers may also have to hold a load away from the body because of an obstacle in the area, placing about five times more stress on the body than when the load is held close. Holding a load at arm’s length, for instance, can greatly increase pressure on the back. In these situations, handling aids should be used to support the weight of the load and reduce the risk of injury.

Repetitive bending could be described as one of farming’s hidden hazards. Tasks such as repairing a fence that has collapsed onto the ground can place significant strain on the lower back, as the back muscles must support the weight of the upper body. For this reason, avoiding prolonged bending should be considered during job planning. Where possible, work should be raised to a comfortable height, for example by using stands, benches, or lifting equipment, or by moving the item to a better position before repairs begin. Workers should also use long-handled tools, kneeling supports, regular task rotation, and short rest breaks to reduce the strain caused by remaining in one awkward position for too long.

Tips on Customer Service in Hospitality

Without guests, a hospitality business cannot exist. It follows, then, that the way guests are treated has a direct effect on both reputation and revenue.

Different guests expect different kinds of service. Some appreciate attentive, personalised care, while others prefer to relax in privacy. Staff should therefore be sensitive to each guest’s preferences, anticipating needs without becoming intrusive. They may suggest something that naturally complements the guest’s choice, such as a wine pairing with a meal or a spa treatment to enhance a stay, or mention any current promotions. However, guests should never feel pressured into paying for an item they do not want.

Staff should also develop a thorough knowledge of everything the establishment offers, including the strengths and limitations of products or services at various price points, such as room types, amenities, and local-area recommendations, so they can answer guests’ questions confidently. If something is fully booked or unavailable, they should be ready to offer suitable alternatives and explain when the original option may become available again. Negative responses can immediately discourage guests, so staff should avoid simply saying that something cannot be provided. Instead, they should follow up with a positive alternative, for example: “That room is already taken, but I do have a lovely suite available with a much better view.”

At the same time, staff should remain observant and act quickly when something is not as it should be, whether it is a spill in the dining room or a table that has not yet been cleared. Such issues should be dealt with immediately rather than overlooked. This attention to presentation keeps spaces clean and orderly and helps create the right impression. Similarly, if a guest-room amenity is found to be faulty, it should be repaired or replaced without delay.

Discretion is also essential. For instance, if a guest’s card is declined at reception, staff should lower their voice and quietly ask about an alternative payment method so the guest does not feel embarrassed. Guests who feel humiliated or uncomfortable during their stay are unlikely to return.

Finally, good manners are one of the most important aspects of guest service. Every guest should be treated with respect and warmth, even when staff are faced with aggression. Responding discourteously will only make a difficult situation worse.

By building a reputation for gracious, attentive service, a hospitality business can encourage guests not only to return, but also to leave positive reviews and recommend the establishment to others.

Wood: A Valuable Resource in New Zealand’s Economy

During the settlement of New Zealand by European immigrants, natural timbers played a major role. Wood was easily accessible and relatively cheap. A tradition of wooden houses arose, supported by the recognition that they were less likely to collapse suddenly during earthquakes, a not-infrequent event in this part of the world. But in addition to demand from the domestic market, there was also demand for forest products from overseas.

Early explorers recognised the suitability of the tall, straight trunks of the kauri for constructing sailing vessels. The kauri is a species of coniferous tree found only in small areas of the southern hemisphere. So, from the early 1800s, huge amounts of this type of wood were sold to Australia and the UK for that purpose. For a period, the forestry industry was the country’s major export earner, but the rate of harvest was unsustainable and, by the beginning of the 20th century, indigenous timber exports were rapidly declining.

From the 1940s, newly established plantations of an imported species of tree called radiata pine supplied timber and other wood products in increasing quantities. By the 1960s, plantation-grown timber was providing most of the country’s sawn-timber needs, especially for construction. Today, less than two percent of timber is cut from indigenous forests, and almost all of that is used for higher-value end uses such as furniture and fittings. As the pine industry developed, it became apparent that this type of wood was also well suited for many uses. It makes excellent pulp*, and is frequently used for posts, poles, furnishings and mouldings, particleboard, fibreboard, and for plywood and ‘engineered’ wood products. Pine by-products are used in the chemical and pharmaceutical industries and residues are consumed for fuel. This amazing versatility has encouraged the development of an integrated forest-products industry which is almost unique in the world.

Exporters of wood products have largely targeted the rapidly growing markets of South and East Asia and Australia. Eighty percent of exports by value go to only five markets: Japan, Korea, China, the United States and Australia. The product mix remains heavily based towards raw materials, with logs, sawn wood, pulp and paper comprising 75 percent of export value. However, finished wood products such as panels and furniture components are exported to more than 50 countries.

In New Zealand itself, the construction industry is the principal user of solid wood products, servicing 20,000 new house starts annually. However, the small size of New Zealand’s population (just over four million), plus its small manufacturing and remanufacturing base, limits the forestry industry’s domestic opportunities. For the last few years local wood consumption has been around only four million cubic metres. Accordingly, the development of the export market is the key to the industry’s growth and contribution to the national economy in decades to come.

In 2004, forestry export receipts were about 11 percent of the country’s total export income, their value having increased steadily for ten years, until affected by the exchange fluctuations and shipping costs of recent years. The forestry industry is New Zealand’s third-largest export sector, generating around $3.3 billion annually from logs and processed wood products. But it is generally agreed that it is operating well below its capacity and, with the domestic market already at its peak, almost all of the extra wood produced in the future will have to be marketed overseas. That presents a major marketing challenge for the industry.

Although the export of logs will continue to provide valuable earnings for forest owners, there is broad acceptance that the industry must be based on value-added products in the future. So the industry is investigating various processing, infrastructure and investment strategies with a view to increasing the level of local manufacturing before export. The keys to future success will depend on a variety of factors — better international marketing, product innovation, internationally competitive processing, improved infrastructure and a suitable political, regulatory and investment environment. The industry claims that, given the right conditions, by 2025 the forestry sector could be the country’s biggest export earner, generating $20 billion a year and employing 60,000 people.

One competitive advantage that New Zealand has is its ability to source large quantities of softwood from renewable forests. Consumers in several key wood markets are becoming more worried about sustainability, and the industry is supporting the development of national standards as well as the recognition of these internationally. However, New Zealand is not the only country with a plantation-style forestry industry; Chile, Brazil, Argentina, South Africa and Australia all have extensive plantings of fast-growing species (hardwood and softwood), and in the northern hemisphere, Scandinavian countries have all expanded their forests or controlled their use in the interests of future production.

Finally, in addition to competition from other wood producers, New Zealand faces competition from goods such as wood substitutes. These include steel framing for houses. This further underlines the necessity for globally competitive production and marketing strategies.

___________________________________________________________________

*pulp: wood which is crushed until soft enough to form the basis of paper

Wood: A Valuable Resource in New Zealand’s Economy

During the settlement of New Zealand by European immigrants, natural timbers played a major role. Wood was easily accessible and relatively cheap. A tradition of wooden houses arose, supported by the recognition that they were less likely to collapse suddenly during earthquakes, a not-infrequent event in this part of the world. But in addition to demand from the domestic market, there was also demand for forest products from overseas.

Early explorers recognised the suitability of the tall, straight trunks of the kauri for constructing sailing vessels. The kauri is a species of coniferous tree found only in small areas of the southern hemisphere. So, from the early 1800s, huge amounts of this type of wood were sold to Australia and the UK for that purpose. For a period, the forestry industry was the country’s major export earner, but the rate of harvest was unsustainable and, by the beginning of the 20th century, indigenous timber exports were rapidly declining.

From the 1940s, newly established plantations of an imported species of tree called radiata pine supplied timber and other wood products in increasing quantities. By the 1960s, plantation-grown timber was providing most of the country’s sawn-timber needs, especially for construction. Today, less than two percent of timber is cut from indigenous forests, and almost all of that is used for higher-value end uses such as furniture and fittings. As the pine industry developed, it became apparent that this type of wood was also well suited for many uses. It makes excellent pulp*, and is frequently used for posts, poles, furnishings and mouldings, particleboard, fibreboard, and for plywood and ‘engineered’ wood products. Pine by-products are used in the chemical and pharmaceutical industries and residues are consumed for fuel. This amazing versatility has encouraged the development of an integrated forest-products industry which is almost unique in the world.

Exporters of wood products have largely targeted the rapidly growing markets of South and East Asia and Australia. Eighty percent of exports by value go to only five markets: Japan, Korea, China, the United States and Australia. The product mix remains heavily based towards raw materials, with logs, sawn wood, pulp and paper comprising 75 percent of export value. However, finished wood products such as panels and furniture components are exported to more than 50 countries.

In New Zealand itself, the construction industry is the principal user of solid wood products, servicing 20,000 new house starts annually. However, the small size of New Zealand’s population (just over four million), plus its small manufacturing and remanufacturing base, limits the forestry industry’s domestic opportunities. For the last few years local wood consumption has been around only four million cubic metres. Accordingly, the development of the export market is the key to the industry’s growth and contribution to the national economy in decades to come.

In 2004, forestry export receipts were about 11 percent of the country’s total export income, their value having increased steadily for ten years, until affected by the exchange fluctuations and shipping costs of recent years. The forestry industry is New Zealand’s third-largest export sector, generating around $3.3 billion annually from logs and processed wood products. But it is generally agreed that it is operating well below its capacity and, with the domestic market already at its peak, almost all of the extra wood produced in the future will have to be marketed overseas. That presents a major marketing challenge for the industry.

Although the export of logs will continue to provide valuable earnings for forest owners, there is broad acceptance that the industry must be based on value-added products in the future. So the industry is investigating various processing, infrastructure and investment strategies with a view to increasing the level of local manufacturing before export. The keys to future success will depend on a variety of factors — better international marketing, product innovation, internationally competitive processing, improved infrastructure and a suitable political, regulatory and investment environment. The industry claims that, given the right conditions, by 2025 the forestry sector could be the country’s biggest export earner, generating $20 billion a year and employing 60,000 people.

One competitive advantage that New Zealand has is its ability to source large quantities of softwood from renewable forests. Consumers in several key wood markets are becoming more worried about sustainability, and the industry is supporting the development of national standards as well as the recognition of these internationally. However, New Zealand is not the only country with a plantation-style forestry industry; Chile, Brazil, Argentina, South Africa and Australia all have extensive plantings of fast-growing species (hardwood and softwood), and in the northern hemisphere, Scandinavian countries have all expanded their forests or controlled their use in the interests of future production.

Finally, in addition to competition from other wood producers, New Zealand faces competition from goods such as wood substitutes. These include steel framing for houses. This further underlines the necessity for globally competitive production and marketing strategies.

___________________________________________________________________

*pulp: wood which is crushed until soft enough to form the basis of paper