Hello! My name is David. I work for a construction company. I started working for this company in 2004. We build roads, dams, bridges and things like that. At the moment my company is producing a plan for a new motorway. I usually work in the road department, but this month I am working in the department that builds bridges. So my whole working day is different just now. I normally spend a lot of time outdoors because I have to go to the construction sites. But with this new project I spend a lot of time in the workshop. Now I am testing a model of one of the new bridges. I enjoy it a lot because I have learned a lot of new things.

1. When did David begin working for his construction company?
................................................................................................

2. What is his company doing at the moment?
...............................................................................................

3. Where does he usually work?
..............................................................................................

4. Is he working in the road department this month?
...............................................................................................

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

According to the passage, succession planning is the planning of______.

A. what should be prepared for the recruitment of new staff. 

B. who will be ready for a senior post when someone leaves 

C. how to make an organization more successful 

D. what changes should be made to an organization

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

All of the following are mentioned as benefits of succession planning EXCEPT _______.

A. the promotion of a staff member

B. the improvement of important skill 

C. the potential for higher salaries

D. the chance for more experience

My name is Alice. I’m going to visit the Great Wall of China this summer. It is known across the world for its uniqueness, great length, and historical value. It is also considered to be one of the seven wonders of the world. The Great Wall of China consists of a series of walls built by Chinese in many years. In 1987, UNESCO listed the site as a UNESCO World Heritage site. Every year, a lot of tourists visit the Great Wall of China. I can’t wait to see the wall. I’ll take a lot of pictures and buy some souvenirs for my friends and relatives.

Alice will buy some postcards for her friends.

A. True      

B. False

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

According to the 2nd paragraph, which of the following is NOT stated about key staff?

A. A CEO

B. a financial director

C. a technical expert

D. a baby boomer

     Japanese casual retailer Uniqlo announced plans to launch its first store in Ho Chi Minh City in the fall of 2019. The company is soon to begin (23) ……………

employees for the new shop.

     “Our (24) …………… into Vietnam is an exciting milestone for everyone at Uniqlo. The Southeast Asia region has been an important driver of growth for US, and we are pleased and optimistic (25) …………… our opportunity to be part of such an exciting economy and retail market”, said Tadashi Yanai, Chairman, President and CEO of Fast Retailing Co., Uniqlo’s parent company, in a statement.

     (26) …………….. the company does intend to expand to other cities in Vietnam in the future, it noted in the statement that it wants to focus on establishing its presence in Ho Chi Minh first.

     Vietnam is not the only country to enter Uniqlo’s portfolio next year. 2019 will also mark the brand’s debut in India and Denmark as well. This year, Uniqlo opened its first stores in Sweden and the Netherlands, (27) …………… to expanding the number of stores in Canada. Founded in 1984 in Hiroshima, Uniqlo currently operates more than 1300 stores in 15 countries.

23. A. recruiting                  B. applying                            C. giving              D. taking

24. A. illustration         B. entry           C. appearance           D. demonstration          

25. A. about                             B. of                     C. for                     D. in

26. A. Meanwhile                    B. When               C. Because             D. While

27. A. according          B. in addition            C. in acquaintance            D. in order

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

Which of the following can best replace the word “senior” the passage?

A. junior

B. top ranking

C. older 

D. low-paid

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

The word “succeed” in the passage is closest in meaning to ________.

A. achieve

B. question

C. replace

D. reply

Read the following passage and choose the letter A, B, C or D to indicate the correct answer to each of the questions from 35 to 42.

In the USA, the UK and many other countries, a lot of babies were born in the “baby boom” of the late 1940s and 1950s; after that the birth-rate fell. Baby boomers have now retired, or are approaching retirement, and this is causing headaches for many organizations: there are not enough people to succeed their top managers when they retire.

Does your organization have key staff who can’t easily be replaced? A CEO or financial director, perhaps, or a technical expert with knowledge that nobody else in the organization has. If your answer is “yes”, what will happen when they retire, or leave for another company? Will you wait until the last moment before looking for someone to replace them? Or is your organization thinking about likely future changes now, as it should be, and making plans, so that there is likely to be someone ready to replace the person leaving? If the answer is that you are planning ahead, your organization is carrying out succession planning.

Succession planning means looking inside the organization for “high-fliers” - current staff members with the potential to fill key positions - and planning the training, responsibilities and promotion they need, to make them ready when a senior vacancy occurs - which may not be for several years. The company benefits by being able to make an internal promotion when a key person leaves, and in the meantime it benefits by developing the skills of its high-fliers and encouraging them to stay. And the high-fliers benefit, because they achieve their full potential, a career is planned for them within the organization, and they can look forward to a senior post in time.

The training program planned for the high-fliers will help them to develop the leadership skills they need for more senior roles, skills such as planning long-term strategies. A career path is also planned, so that each high-flier moves into a number of different positions over a few years, to gain the experience and know ledge they need.

Sometimes a staff member is chosen as a potential successor to a particular senior manager, but a better method is for organizations to select a number of high-fliers, and prepare them for a range of senior roles. An organization can’t be certain when a particular senior manager will leave. Having a group of people being prepared fee top positions makes it easier to replace someone who leaves unexpectedly, and also means that there are other people available if a high-flier leaves the company.

What does the word “them” in the 3rd paragraph refer to?

A. high-fliers

B. key positions

C. responsibilities

D. organizations