GT IELTS Collection 1 Reading Test 3

Find Your Perfect Home

A. BlueDoor Lettings

BlueDoor Lettings specialises in helping tenants find a flat that truly suits their needs. We ask for letters of recommendation and punctual rent payments, and in return, we inspect every property every four months to make sure all maintenance and necessary repairs are carried out promptly. Our rental properties start from just £550 per month, with no administration fees for tenants.

B. Sterling Property Partners

Sterling's highly experienced team supports tenants and landlords alike at every stage of the process. Our dedicated customer liaison officer is always on hand to answer your questions by phone, while our administration officer takes care of contracts, rent and any personal enquiries. Landlords can choose from three fixed-price management packages, starting at £75 per month.

C. FairNest Homes

At FairNest, our goal is to give tenants a fair deal rather than to maximise profits, while offering landlords a completely trouble-free service. Using modern marketing techniques, we compare prices with similar properties from other local agencies, helping every client make a fully informed decision.

D. Rosemead Family Properties

A family-run business with more than 20 years' experience, Rosemead treats every client with the kindness and consideration you'd expect from people who genuinely care. We carefully select only reliable landlords, which is why thousands of customers worldwide have given us glowing feedback. New clients enjoy a free initial consultation and a 10% discount on their first letting fee.

E. Hartwell & Sons Estate Agents

With over 50 years' experience in both sales and lettings, Hartwell & Sons has been serving the community from the very same high-street office where it was founded. Our unrivalled knowledge of the local area means we can match every client with the perfect apartment, bungalow or house. Sellers pay a straightforward commission of just 1.2%, with no hidden extras.

What You Need to Know When Cycling at Night

"The sun has just set, but I can still see clearly — do I really need lights?"

The law is based on sunset and sunrise, not on how dark it appears outside. From sunset until sunrise, your bicycle must be fitted with approved front and rear lights that are switched on, clean and in good working order. It is not a valid defence to argue that although the sun had set, there was still enough natural light to see. The hours of darkness—which begin thirty minutes after sunset and end thirty minutes before sunrise—are a separate legal concept that applies to motorists when determining when to use sidelights or headlights.

"What counts as legal bicycle lighting?"

Your bicycle must display a white front light and a red rear light, both securely fixed to the bicycle and clearly visible from the appropriate direction. The lights must be mounted on the bicycle itself: a rear light hidden behind a saddlebag does not meet the legal requirement, and neither does a torch worn on your head. A head torch may, however, be used as an additional light alongside the required bicycle lights. Flashing lights are also permitted, provided they flash between 60 and 240 times per minute. These requirements are set out in the Road Vehicles Lighting Regulations and explained in detail in Cycling UK's guide to cycling regulations.

"What about reflectors?"

The law also requires a red rear reflector and four amber pedal reflectors—one facing forwards and one facing backwards on each pedal. Although reflective heel strips or ankle bands may seem to provide the same benefit, they do not satisfy the legal requirement. This creates a difficulty for riders using clipless pedals, where cycling shoes lock into the pedals and leave no space for reflectors. As a result, these cyclists cannot fully comply with the regulations, a long-standing issue that many believe should be addressed.

"Are there any other situations when cyclists must use lights?"

Drivers of other vehicles must also use their lights whenever daytime visibility is seriously reduced, but this rule does not apply to bicycles. Even when the law does not require lights, using them in conditions where other road users may struggle to see you is the safest course of action.

Why you should have private meetings with team members after each project

Private meetings after a project can help you understand what went well, spot problems early, and give team members a chance to speak honestly about their experience.

When you arrange a private meeting with someone after a project, make sure they understand its purpose. Explain that the discussion is about reviewing the project, not blaming them for mistakes. You should also make it clear what expectations you have about the type of problems discussed, such as what they found difficult, what support they needed, and what could be improved next time.

If you have concerns about someone’s performance during the project, discuss them in a fair and supportive way. The conversation may feel uncomfortable at the time, but if the person understands the issue clearly, they are more likely to improve in the next project. This can save time and prevent the same problems from happening again.

Once the meeting has finished, do not simply put your notes away and move on. Reflect on how you managed the project and find solutions for areas where you could improve. This might mean giving each team member clearer instructions before their next task. Then make sure the problems raised during the meeting are actually followed up on, whether they concern your management or other parts of the project.

As a project manager, you should not expect team members to solve every problem on their own, especially when some of those problems may stem from the way the project was managed. Equally, do not offer performative support during the retro meeting just to make yourself look like a better manager, only to forget about it when the next project begins. Otherwise, team members may feel that the meeting was only a formality. Project management is a leadership role, so you need to turn feedback into practical action where possible.

One way to free up more of your time for the strategic side of the project is to ask team members to review some basic project information themselves, like whether targets were met. This can help team members take more responsibility, while giving you more time to focus on the bigger issues behind the results.

So in summary, be clear, fair, and willing to follow up. Do not let private meetings become empty conversations that lead to no real change after the project is over.

Choosing the right format for your portfolio

A good portfolio should be clear, cohesive and easy to navigate. Here are four common portfolio formats and advice on when to use them:

Timeline

This format presents your projects in chronological order, allowing clients or employers to see how your work has developed over time. It can be useful if you have a strong body of work built up over several years and want to show steady growth in your style, skills or professional experience, meaning this may be less effective if your strongest work is not your most recent work. Also, one exception when sorting projects by date might not work is when you have blocks of unemployment that are difficult to explain.

Thematic

The thematic portfolio is organised around key areas of work, such as branding, illustration, photography, UX design or campaign strategy, rather than around dates. This format is useful if you work across several disciplines, have changed creative direction, or want to highlight specific skills that might be overlooked in a chronological format. It can also suit recent graduates or early-career creatives who have limited client work but want to organise academic, personal or speculative projects in a professional way. Because this format can sometimes make your career path less obvious, make sure each section is clearly labelled and easy to follow.

Case-study

A case-study portfolio focuses on a smaller number of selected projects and explains the thinking behind them. Instead of only showing finished visuals, it usually includes the brief, your role, the process, challenges, decisions and final outcome. This format is especially useful for designers, marketers, UX professionals and creative strategists, because it shows not only what you produced, but also how you solved problems. Where possible, you can include engagement, sales, user feedback or other measurable impact.

Experiential

With the growth of digital and creative technologies, some portfolios have become more immersive. You can showcase your work through graphics, which can be a visually compelling way to highlight your unique competitive edge. Most importantly, it also demonstrates design skills and creativity in a way that a potential employer can see and feel. However, a bold visual layout is only really appropriate for creative and artistic sectors, such as those involving promoting products, though it would also work for the media.

CSR Headings

A. How CSR may help one business to expand

Microsoft's Working Connections partnership with the American Association of Community Colleges (AACC) is a good example of a shared-value opportunity arising from investments in context. The shortage of information-technology workers is a significant constraint on Microsoft's growth; currently, there are more than 450,000 unfilled IT positions in the United States alone. Community colleges, which enrol 45% of all U.S. undergraduates, could be a major source of these workers. Microsoft recognises, however, that community colleges face special challenges: IT curricula are not standardised, technology used in classrooms is often outdated, and there are no systematic professional development programmes to keep faculty up to date. Microsoft's $50 million five-year initiative was aimed at all three problems. In addition to contributing money and products, Microsoft sent employee volunteers to colleges to assess needs, contribute expertise, and volunteer as instructors. Microsoft has achieved results that have benefited many communities while having a direct and potentially significant impact on the company.

B. CSR in many aspects of a company's business

At the heart of any strategy is a unique value proposition: a set of needs a company can meet for its chosen customers that its competitors cannot. The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy. Consider Whole Foods Market, whose value proposition is to sell organic, natural, and healthy food products to customers who are passionate about food and the environment. The company's sourcing emphasises purchases from local farmers through each store's procurement process. Buyers screen out foods containing any of nearly 100 common ingredients that the company considers unhealthy or environmentally damaging. The same standards apply to products made internally. Whole Foods' commitment to natural and environmentally friendly operating practices extends well beyond sourcing. Stores are constructed using a minimum of virgin raw materials. Recently, the company purchased renewable wind-energy credits equal to 100% of its electricity use in all of its stores and facilities, the only Fortune 500 company to offset its electricity consumption entirely. Spoiled produce and biodegradable waste are trucked to regional centres for composting. Whole Foods' vehicles are being converted to run on biofuels. Even the cleaning products used in its stores are environmentally friendly. And through its philanthropy, the company has created the Animal Compassion Foundation to develop more natural and humane ways of raising farm animals. In short, nearly every aspect of the company's value chain reinforces the social dimensions of its value proposition, distinguishing Whole Foods from its competitors.

C. A CSR initiative without a financial gain

The best corporate citizenship initiatives involve far more than writing a cheque: they specify clear, measurable goals and track results over time. A good example is General Electric's programme to adopt underperforming public high schools near several of its major U.S. facilities. The company contributes between $250,000 and $1 million over a five-year period to each school and makes in-kind donations as well. GE managers and employees take an active role by working with school administrators to assess needs and mentor or tutor students. In an independent study of ten schools in the programme between 1989 and 1999, nearly all showed significant improvement, while the graduation rate in four of the five worst-performing schools doubled from an average of 30 to 60%. Effective corporate citizenship initiatives such as this one create goodwill and improve relations with local governments and other important constituencies. What's more, GE's employees feel great pride in their participation. Their effect is inherently limited, however. No matter how beneficial the programme is, it remains incidental to the company's business, and the direct effect on GE's recruiting and retention is modest.

D. Drivers or pressures motivate companies to address CSR

An excellent definition was developed in the 1980s by Norwegian Prime Minister Gro Harlem Brundtland and used by the World Business Council for Sustainable Development: 'Meeting the needs of the present without compromising the ability of future generations to meet their own needs.' Nowadays, governments and companies need to account for the social consequences of their actions. As a result, corporate social responsibility (CSR) has become a priority for business leaders around the world. When a well-run business applies its vast resources and expertise to social problems that it understands and in which it has a stake, it can have a greater impact than any other organisation. The notion of licence to operate derives from the fact that every company needs tacit or explicit permission from governments, communities, and numerous other stakeholders. To secure that permission, companies pursue CSR initiatives which justify their presence, improve a company's image, strengthen its brand, enliven morale and even raise the value of its stock.

E. The past illustrates businesses are responsible for future outcomes

A company's impact on society also changes over time, as social standards evolve and science progresses. Asbestos, now understood as a serious health risk, was thought to be safe in the early 1900s, given the scientific knowledge then available. Knowledge of its risks gradually mounted for more than 50 years before any company was held liable for the harm it can cause. Many firms that failed to anticipate the consequences of this evolving body of research have been bankrupted by the results. No longer can companies be content to monitor only the obvious social impacts of today. Without a careful process for identifying evolving social effects of tomorrow, firms may risk their very survival.

F. Companies applying CSR should be selective

No business can solve all of society's problems or bear the cost of doing so. Instead, each company must select issues that intersect with its particular business. Other social agendas are best left to those companies in other industries, NGOs, or government institutions that are better positioned to address them. The essential test that should guide CSR is not whether a cause is worthy but whether it presents an opportunity to create shared value – that is, a meaningful benefit for society that is also valuable to the business. Each company can identify the particular set of societal problems that it is best equipped to help resolve and from which it can gain the greatest competitive benefit.

G. Reasons that business and society benefit each other

To advance CSR, we must root it in a broad understanding of the interrelationship between a corporation and society. Successful corporations need a healthy society. Education, health care, and equal opportunity are essential to a productive workforce. Safe products and working conditions not only attract customers but lower the internal costs of accidents. Efficient utilisation of land, water, energy, and other natural resources makes business more productive. Good government, the rule of law, and property rights are essential for efficiency and innovation. Strong regulatory standards protect both consumers and competitive companies from exploitation. Ultimately, a healthy society creates expanding demand for business, as more human needs are met and aspirations grow. Any business that pursues its ends at the expense of the society in which it operates will find its success to be illusory and ultimately temporary. At the same time, a healthy society needs successful companies. No social programme can rival the business sector when it comes to creating the jobs, wealth, and innovation that improve standards of living and social conditions over time.

Corporate Social Responsibility

Paragraph A

An excellent definition was developed in the 1980s by Norwegian Prime Minister Gro Harlem Brundtland and used by the World Business Council for Sustainable Development: 'Meeting the needs of the present without compromising the ability of future generations to meet their own needs.' Nowadays, governments and companies need to account for the social consequences of their actions. As a result, corporate social responsibility (CSR) has become a priority for business leaders around the world. When a well-run business applies its vast resources and expertise to social problems that it understands and in which it has a stake, it can have a greater impact than any other organisation. The notion of licence to operate derives from the fact that every company needs tacit or explicit permission from governments, communities, and numerous other stakeholders. To secure that permission, companies pursue CSR initiatives which justify their presence, improve a company's image, strengthen its brand, enliven morale and even raise the value of its stock.

Paragraph B

To advance CSR, we must root it in a broad understanding of the interrelationship between a corporation and society. Successful corporations need a healthy society. Education, health care, and equal opportunity are essential to a productive workforce. Safe products and working conditions not only attract customers but lower the internal costs of accidents. Efficient utilisation of land, water, energy, and other natural resources makes business more productive. Good government, the rule of law, and property rights are essential for efficiency and innovation. Strong regulatory standards protect both consumers and competitive companies from exploitation. Ultimately, a healthy society creates expanding demand for business, as more human needs are met and aspirations grow. Any business that pursues its ends at the expense of the society in which it operates will find its success to be illusory and ultimately temporary. At the same time, a healthy society needs successful companies. No social programme can rival the business sector when it comes to creating the jobs, wealth, and innovation that improve standards of living and social conditions over time.

Paragraph C

A company's impact on society also changes over time, as social standards evolve and science progresses. Asbestos, now understood as a serious health risk, was thought to be safe in the early 1900s, given the scientific knowledge then available. Knowledge of its risks gradually mounted for more than 50 years before any company was held liable for the harm it can cause. Many firms that failed to anticipate the consequences of this evolving body of research have been bankrupted by the results. No longer can companies be content to monitor only the obvious social impacts of today. Without a careful process for identifying evolving social effects of tomorrow, firms may risk their very survival.

Paragraph D

No business can solve all of society's problems or bear the cost of doing so. Instead, each company must select issues that intersect with its particular business. Other social agendas are best left to those companies in other industries, NGOs, or government institutions that are better positioned to address them. The essential test that should guide CSR is not whether a cause is worthy but whether it presents an opportunity to create shared value – that is, a meaningful benefit for society that is also valuable to the business. Each company can identify the particular set of societal problems that it is best equipped to help resolve and from which it can gain the greatest competitive benefit.

Paragraph E

The best corporate citizenship initiatives involve far more than writing a cheque: they specify clear, measurable goals and track results over time. A good example is General Electric's programme to adopt underperforming public high schools near several of its major U.S. facilities. The company contributes between $250,000 and $1 million over a five-year period to each school and makes in-kind donations as well. GE managers and employees take an active role by working with school administrators to assess needs and mentor or tutor students. In an independent study of ten schools in the programme between 1989 and 1999, nearly all showed significant improvement, while the graduation rate in four of the five worst-performing schools doubled from an average of 30 to 60%. Effective corporate citizenship initiatives such as this one create goodwill and improve relations with local governments and other important constituencies. What's more, GE's employees feel great pride in their participation. Their effect is inherently limited, however. No matter how beneficial the programme is, it remains incidental to the company's business, and the direct effect on GE's recruiting and retention is modest.

Paragraph F

Microsoft's Working Connections partnership with the American Association of Community Colleges (AACC) is a good example of a shared-value opportunity arising from investments in context. The shortage of information-technology workers is a significant constraint on Microsoft's growth; currently, there are more than 450,000 unfilled IT positions in the United States alone. Community colleges, which enrol 45% of all U.S. undergraduates, could be a major source of these workers. Microsoft recognises, however, that community colleges face special challenges: IT curricula are not standardised, technology used in classrooms is often outdated, and there are no systematic professional development programmes to keep faculty up to date. Microsoft's $50 million five-year initiative was aimed at all three problems. In addition to contributing money and products, Microsoft sent employee volunteers to colleges to assess needs, contribute expertise, and volunteer as instructors. Microsoft has achieved results that have benefited many communities while having a direct and potentially significant impact on the company.

Paragraph G

At the heart of any strategy is a unique value proposition: a set of needs a company can meet for its chosen customers that its competitors cannot. The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy. Consider Whole Foods Market, whose value proposition is to sell organic, natural, and healthy food products to customers who are passionate about food and the environment. The company's sourcing emphasises purchases from local farmers through each store's procurement process. Buyers screen out foods containing any of nearly 100 common ingredients that the company considers unhealthy or environmentally damaging. The same standards apply to products made internally. Whole Foods' commitment to natural and environmentally friendly operating practices extends well beyond sourcing. Stores are constructed using a minimum of virgin raw materials. Recently, the company purchased renewable wind-energy credits equal to 100% of its electricity use in all of its stores and facilities, the only Fortune 500 company to offset its electricity consumption entirely. Spoiled produce and biodegradable waste are trucked to regional centres for composting. Whole Foods' vehicles are being converted to run on biofuels. Even the cleaning products used in its stores are environmentally friendly. And through its philanthropy, the company has created the Animal Compassion Foundation to develop more natural and humane ways of raising farm animals. In short, nearly every aspect of the company's value chain reinforces the social dimensions of its value proposition, distinguishing Whole Foods from its competitors.

Corporate Social Responsibility — Company Examples

A. General Electric

The best corporate citizenship initiatives involve far more than writing a cheque: they specify clear, measurable goals and track results over time. A good example is General Electric's programme to adopt underperforming public high schools near several of its major U.S. facilities. The company contributes between $250,000 and $1 million over a five-year period to each school and makes in-kind donations as well. GE managers and employees take an active role by working with school administrators to assess needs and mentor or tutor students. In an independent study of ten schools in the programme between 1989 and 1999, nearly all showed significant improvement, while the graduation rate in four of the five worst-performing schools doubled from an average of 30 to 60%. Effective corporate citizenship initiatives such as this one create goodwill and improve relations with local governments and other important constituencies. What's more, GE's employees feel great pride in their participation. Their effect is inherently limited, however. No matter how beneficial the programme is, it remains incidental to the company's business, and the direct effect on GE's recruiting and retention is modest.

B. Microsoft

Microsoft's Working Connections partnership with the American Association of Community Colleges (AACC) is a good example of a shared-value opportunity arising from investments in context. The shortage of information-technology workers is a significant constraint on Microsoft's growth; currently, there are more than 450,000 unfilled IT positions in the United States alone. Community colleges, which enrol 45% of all U.S. undergraduates, could be a major source of these workers. Microsoft recognises, however, that community colleges face special challenges: IT curricula are not standardised, technology used in classrooms is often outdated, and there are no systematic professional development programmes to keep faculty up to date. Microsoft's $50 million five-year initiative was aimed at all three problems. In addition to contributing money and products, Microsoft sent employee volunteers to colleges to assess needs, contribute expertise, and volunteer as instructors. Microsoft has achieved results that have benefited many communities while having a direct and potentially significant impact on the company.

C. Whole Foods Market

At the heart of any strategy is a unique value proposition: a set of needs a company can meet for its chosen customers that its competitors cannot. The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy. Consider Whole Foods Market, whose value proposition is to sell organic, natural, and healthy food products to customers who are passionate about food and the environment. The company's sourcing emphasises purchases from local farmers through each store's procurement process. Buyers screen out foods containing any of nearly 100 common ingredients that the company considers unhealthy or environmentally damaging. The same standards apply to products made internally. Whole Foods' commitment to natural and environmentally friendly operating practices extends well beyond sourcing. Stores are constructed using a minimum of virgin raw materials. Recently, the company purchased renewable wind-energy credits equal to 100% of its electricity use in all of its stores and facilities, the only Fortune 500 company to offset its electricity consumption entirely. Spoiled produce and biodegradable waste are trucked to regional centres for composting. Whole Foods' vehicles are being converted to run on biofuels. Even the cleaning products used in its stores are environmentally friendly. And through its philanthropy, the company has created the Animal Compassion Foundation to develop more natural and humane ways of raising farm animals. In short, nearly every aspect of the company's value chain reinforces the social dimensions of its value proposition, distinguishing Whole Foods from its competitors.