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In which department does the man work().

A. quality control
B. warehouse
C. packing line

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GLOBAL CHALLENGES, LOCAL ACTIONS Every day around the world, 150 million people choose our products. They buy them (29) that they can feed their families and keep their homes clean. By making and selling brands that (30) people’s everyday needs, we have (31) into one of the world’s largest consumer goods businesses. We believe that the very business of ’ (32) business’ in a responsible way (33) positive social effects. We not (34) create wealth, we also share it. As (35) global company, we play our part (36) addressing global social and environmental concerns such as health and hygiene, and water quality. However, we do not believe (37) is practical to respond to these concerns purely (38) an international level. Nor do we believe that our company can make a difference (39) working in a number of partnerships. That is (40) we work together with local agencies and governments.

A. grown
B. risen
C. increased

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Reducing a supermarket chain’s costs A few years ago, the Sainsbury’s supermarket chain asked management consultancy Cobalt to find ways of significantly reducing its operating costs and increasing the turnover in its stores. The team, at first made up of four Cobalt project managers and five Sainsbury’s colleagues, was challenged to make ￡300m of savings within five years. Beginning with a pilot exercise which cut the cost to the company of own-brand olive oil by ￡400,000, the team looked at a number of products and found potential savings in many areas, including stock reduction and distribution changes. To motivate the team, whenever a saving was recorded on a board in the centre of Cobalt’s open-plan office, everyone clapped the team achievement. As the project progressed, it expanded, with Cobalt recruiting and training extra team members to look at more products at the same time. After just over a year, the team began training Sainsbury’s 130 trading managers and buyers in its recommended approach. With savings now over ￡100m, Sainsbury’s was so pleased that it decided to expand the approach to the whole of its operations. Cobalt is now driving a team of 50 Sainsbury’s colleagues towards a new target: corporate savings of ￡700m. Cobalt contacted Sainsbury’s whenever a saving was recorded.

A. Right
B．Wrong
C．Doesn’t say

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GLOBAL CHALLENGES, LOCAL ACTIONS Every day around the world, 150 million people choose our products. They buy them (29) that they can feed their families and keep their homes clean. By making and selling brands that (30) people’s everyday needs, we have (31) into one of the world’s largest consumer goods businesses. We believe that the very business of ’ (32) business’ in a responsible way (33) positive social effects. We not (34) create wealth, we also share it. As (35) global company, we play our part (36) addressing global social and environmental concerns such as health and hygiene, and water quality. However, we do not believe (37) is practical to respond to these concerns purely (38) an international level. Nor do we believe that our company can make a difference (39) working in a number of partnerships. That is (40) we work together with local agencies and governments.

A. join
B. catch
C. meet

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TRADING PLACES Susan Robinson looks at job swapping, a staff development plan in which employees exchange jobs for a short period. According to Jane Brown, what did she gain from job swapping A. Experience of a more stressful working environment. B. The skills required to gain promotion. C. An idea of the strict time limits other people face.

According to a recent survey 69% of people would prefer to work for a boss who offers training and learning in the workplace. One increasingly popular project is job swapping, which gives an insight into the daily challenges facing different people in different roles.
B. Jane Brown is a divisional manager with Parker Bridge Ltd, and she recently swapped jobs with salary controller there. Both were then able to appreciate the problems and pressures of each other’s roles far more clearly. Brown says, "I now have better understanding of what the salary controller’s work involves, and I am more aware of my colleague’s deadlines. This type of cross training is important, and having to learn about another person’s role is a useful experience for bosses and employees alike. Job swapping also helps you to understand the way other departments work and give you access to other teams within your firm. So it is of value both to the individual and the company as a whole."
C. George Knight, who works in central London, took his job exchange a lot further -- all the way to Sydney, Australia in fact. "I loved it," said Knight. "Primarily for geographic reasons, but also because of the challenge of being the final decision-maker rather than reporting to a manager. It was my first management experience and I had to improve my skills on some IT specializations. I learnt a lot there, and it was useful too -- I’ve had two promotions since I returned to London."
D. Job swapping is an excellent first step towards improving and bringing variety to training and education in the workplace. Doing something else, even for one day, can highlight your abilities and talents. It can also focus the mind on future career possibilities. And even if you hate your time spent at someone else’s desk, the worst that can happen is that you’ll end up feeling that little bit better about returning to your usual job.

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In which department does the man work().

A. quality control B. warehouse C. packing line

A. quality control
B. warehouse
C. packing line