Làm thử Đề thi thử tốt nghiệp THPT · Tiếng Anh · Đề 119

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 1 to 6.

GREENWOOD HIGH SCHOOL LIBRARY
Summer Reading Challenge

This summer, the library is (1) ____ a reading challenge open to all students in Grades 10 to 12. The challenge runs (2) ____ 1 June to 31 August, and every student (3) ____ completes at least five books in that time will receive a certificate of achievement.

There is no cost to join, and (4) ____ number of books a student can read is unlimited. Interested students should pick up a reading log at the front desk in the school library (5) ____ record each book as they finish it.

We look forward to seeing many students (6) ____ up to this year's challenge.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Read the following notice/advertisement and mark the letter A, B, C, or D to indicate the correct option that best fits each of the numbered blanks from 7 to 12.

HERITAGE CITY WALKING TOUR
Discover the Old Quarter on Foot

Join our free guided walking tour and learn (7) ____ the fascinating history of the Old Quarter. The tour starts at 9 a.m. every Saturday and lasts (8) ____ two hours, covering all the major landmarks, (9) ____ the ancient gate to the riverside market.

Tours are led by local guides (10) ____ know the neighbourhood inside out and are happy to answer questions along the way. Comfortable shoes are recommended, (11) ____ most of the route is along cobbled streets.

Places are limited, so visitors are advised to (12) ____ up early at the meeting point outside the museum.

Question 15. A paragraph about a city's new bus system:
a. However, some residents complain that the new fare is too high for daily commuters.
b. The city has recently introduced a new bus rapid transit system to ease traffic congestion.
c. As a result, the authorities are now considering a discount scheme for students and elderly passengers.
d. In addition to reducing traffic congestion, the system has already led to a noticeable drop in the number of private cars on the main roads.
e. Overall, the new system appears to be a step in the right direction despite some early challenges.

Question 17. A paragraph about recycling at home:
a. For example, a family that separates its rubbish can cut its waste in half within a few months.
b. Recycling at home does not have to be complicated or time-consuming.
c. Therefore, even small households can make a big difference simply by sorting their rubbish properly.
d. All it takes is a few separate bins for paper, plastic, and food waste.

Read the following passage and mark the letter A, B, C, or D to indicate the option that best fits each of the numbered blanks from 18 to 22.

More and more retirees today are going back to the classroom, not because they have to, but because they want to keep their minds active. (18) ____, community colleges and online platforms have reported a sharp rise in enrolment among people aged over sixty. Some retirees take up subjects they never had time for during their working lives, such as art history or a foreign language, while others (19) ____ that they left unfinished decades earlier.

Researchers who study healthy ageing argue that this trend brings clear benefits. Learning a new skill keeps the brain engaged, and regular social contact with classmates (20) ____ that is common among older adults living alone. Several studies even suggest that retirees (21) ____ courses tend to report higher levels of life satisfaction than those who spend most of their free time at home.

Of course, lifelong learning is not only about mental health. For many retirees, a classroom is simply a pleasant place to spend a morning, meet new people, and feel part of something larger than themselves. (22) ____, universities are now designing programmes specifically with this older generation in mind.

Read the following passage and mark the letter A, B, C, or D to indicate the option that best fits each of the numbered blanks from 18 to 22.

More and more retirees today are going back to the classroom, not because they have to, but because they want to keep their minds active. (18) ____, community colleges and online platforms have reported a sharp rise in enrolment among people aged over sixty. Some retirees take up subjects they never had time for during their working lives, such as art history or a foreign language, while others (19) ____ that they left unfinished decades earlier.

Researchers who study healthy ageing argue that this trend brings clear benefits. Learning a new skill keeps the brain engaged, and regular social contact with classmates (20) ____ that is common among older adults living alone. Several studies even suggest that retirees (21) ____ courses tend to report higher levels of life satisfaction than those who spend most of their free time at home.

Of course, lifelong learning is not only about mental health. For many retirees, a classroom is simply a pleasant place to spend a morning, meet new people, and feel part of something larger than themselves. (22) ____, universities are now designing programmes specifically with this older generation in mind.

Read the following passage and mark the letter A, B, C, or D to indicate the option that best fits each of the numbered blanks from 18 to 22.

More and more retirees today are going back to the classroom, not because they have to, but because they want to keep their minds active. (18) ____, community colleges and online platforms have reported a sharp rise in enrolment among people aged over sixty. Some retirees take up subjects they never had time for during their working lives, such as art history or a foreign language, while others (19) ____ that they left unfinished decades earlier.

Researchers who study healthy ageing argue that this trend brings clear benefits. Learning a new skill keeps the brain engaged, and regular social contact with classmates (20) ____ that is common among older adults living alone. Several studies even suggest that retirees (21) ____ courses tend to report higher levels of life satisfaction than those who spend most of their free time at home.

Of course, lifelong learning is not only about mental health. For many retirees, a classroom is simply a pleasant place to spend a morning, meet new people, and feel part of something larger than themselves. (22) ____, universities are now designing programmes specifically with this older generation in mind.

Read the following passage and mark the letter A, B, C, or D to indicate the option that best fits each of the numbered blanks from 18 to 22.

More and more retirees today are going back to the classroom, not because they have to, but because they want to keep their minds active. (18) ____, community colleges and online platforms have reported a sharp rise in enrolment among people aged over sixty. Some retirees take up subjects they never had time for during their working lives, such as art history or a foreign language, while others (19) ____ that they left unfinished decades earlier.

Researchers who study healthy ageing argue that this trend brings clear benefits. Learning a new skill keeps the brain engaged, and regular social contact with classmates (20) ____ that is common among older adults living alone. Several studies even suggest that retirees (21) ____ courses tend to report higher levels of life satisfaction than those who spend most of their free time at home.

Of course, lifelong learning is not only about mental health. For many retirees, a classroom is simply a pleasant place to spend a morning, meet new people, and feel part of something larger than themselves. (22) ____, universities are now designing programmes specifically with this older generation in mind.

Read the following passage and mark the letter A, B, C, or D to indicate the option that best fits each of the numbered blanks from 18 to 22.

More and more retirees today are going back to the classroom, not because they have to, but because they want to keep their minds active. (18) ____, community colleges and online platforms have reported a sharp rise in enrolment among people aged over sixty. Some retirees take up subjects they never had time for during their working lives, such as art history or a foreign language, while others (19) ____ that they left unfinished decades earlier.

Researchers who study healthy ageing argue that this trend brings clear benefits. Learning a new skill keeps the brain engaged, and regular social contact with classmates (20) ____ that is common among older adults living alone. Several studies even suggest that retirees (21) ____ courses tend to report higher levels of life satisfaction than those who spend most of their free time at home.

Of course, lifelong learning is not only about mental health. For many retirees, a classroom is simply a pleasant place to spend a morning, meet new people, and feel part of something larger than themselves. (22) ____, universities are now designing programmes specifically with this older generation in mind.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 23 to 30.

For decades, street art was often treated by city authorities as little more than vandalism, something to be removed as quickly as possible. A recent study by researchers at a city planning institute, however, suggests that carefully managed street art can actually reshape how people feel about the neighbourhoods where it appears. The researchers surveyed residents in three districts before and after a series of murals were painted on previously blank walls.

The results were striking. In all three districts, residents rated their neighbourhood as noticeably more attractive after the murals were completed, and many reported feeling safer walking through the area at night. The researchers note that this effect was strongest in districts where the murals reflected local history or culture rather than generic designs imported from elsewhere. When artwork felt genuinely connected to a place, residents were far more likely to see it as a source of pride rather than a nuisance. Local business owners also reported a modest but measurable increase in foot traffic near the new murals.

Not every reaction was positive. A small number of residents worried that the murals would attract graffiti of a different, unauthorised kind, or that the artwork would eventually be used to justify higher rents in the area. The research team acknowledges these concerns and recommends that city councils involve residents directly in choosing designs, rather than commissioning artists without any community input. Doing so, they argue, helps ensure that murals reflect a neighbourhood's own identity instead of an outsider's idea of what the area should look like.

Overall, the study adds to a growing body of evidence that public art can be a low-cost tool for urban renewal, provided it is planned carefully and with the community's involvement. The researchers stress that street art alone cannot solve deeper problems such as poor housing or a lack of public services. It can, however, change how a neighbourhood is perceived, both by the people who live there and by outsiders passing through.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.

Read the following passage and mark the letter A, B, C, or D to indicate the correct answer to each of the questions from 31 to 40.

Restaurants around the world throw away an enormous amount of food every single day. Industry estimates suggest that a typical restaurant discards between four and ten percent of the food it purchases before a single dish ever reaches a customer's table, and diners themselves leave a further portion uneaten on their plates. For an industry that already operates on famously thin profit margins, this waste is not just an environmental problem; it is a costly one.

Much of this waste can be traced back to decisions made long before a customer walks through the door. Kitchens often over-order fresh ingredients to avoid running out during a busy service, only to throw much of it away when it spoils before it can be used. Portion sizes, too, are frequently set with little regard for how much an average customer can actually eat, and all-you-can-eat buffets are notorious for encouraging diners to take more than they intend to finish.

In recent years, however, a growing number of restaurants have turned to technology to tackle the problem. [I] Some kitchens now use smart scales that weigh every ingredient thrown into the bin and log it automatically. [II] This data lets managers see exactly which dishes generate the most waste and adjust their menus accordingly. [III] Other restaurants have partnered with apps that let them sell surplus food at a discount near closing time, rather than throwing it away. [IV] A handful of large chains have even begun using predictive software that forecasts how many customers to expect on a given night, allowing kitchens to order only what they are likely to need.

Technology alone, however, cannot solve the problem. Restaurant owners increasingly recognise that staff training plays just as large a role as any piece of equipment. Waiters who are taught to describe portion sizes accurately, for example, help customers order only what they can actually finish, while kitchen staff trained to repurpose vegetable trimmings and other scraps into stocks or staff meals can cut waste dramatically without spending a single dollar on new gadgets. A well-trained kitchen, in other words, can often achieve in a single afternoon what an expensive piece of software takes months to deliver. Chefs who once saw such training as a distraction from cooking are now beginning to treat it as a core skill, on a par with knife work or timing.

None of this means restaurants can eliminate food waste entirely; some loss is simply unavoidable in a working kitchen. What the recent shift does show, though, is that the most effective solutions rarely rely on a single fix. The restaurants making the greatest progress tend to combine simple, low-cost habits with just enough technology to know where their waste is actually coming from, rather than betting everything on one expensive system.