Writing · separate models

1. picture-sentence

The server is pouring water into a glass.

2. picture-sentence

A man is pointing at a bar chart while his colleagues watch.

3. picture-sentence

The gardener is watering the flowers with a green watering can.

4. picture-sentence

A woman is reading an open book at a table in the library.

5. picture-sentence

Two travellers are waiting on the platform beside their suitcases.

6. email

Dear Kiran,

Thank you for explaining the workshop options. We would prefer the morning session, from 9:00 a.m. to noon, on Friday 14 August. Sixteen members of our team will attend. Our training room has a projector, so you will be able to use it for the presentation.

Could you please confirm whether a scheduled break is included in the morning session? This will help us plan the team’s work before and after the workshop.

Please let me know if you need any further details before confirming the booking.

Kind regards, Nalini Perera Training Coordinator

7. email

Dear Devin,

I am sorry that one of the speakers is not working properly. We can replace the faulty speaker with another unit, and the replacement will be ready at our shop from 2:00 p.m. on Friday 21 August. Please bring the faulty unit with you so that we can make the exchange.

There will be no additional charge for this replacement.

Could you please bring order number CS-271 when you collect the replacement? That will help our counter team identify your booking quickly.

Kind regards, Rina Perera Rental Coordinator

8. opinion-essay

Employers should normally arrange essential job training during paid working hours. Employees also have a role in continuing their own learning, but asking them to complete every required course after work is neither practical nor fair. A clear shared approach can improve performance without placing an unreasonable burden on staff.

The strongest reason is that the organisation benefits directly from the training. When a company introduces a new booking system, for example, employees must learn to use it correctly so that customers receive accurate information. Treating this learning as part of the job recognises that connection. Managers can set aside a realistic period for instruction and practice instead of expecting people to master the system late at night. Staff are also more likely to ask questions and notice problems when a trainer or experienced colleague is available.

A second reason concerns equal access. Some employees have caring duties, long journeys home or other fixed commitments outside work. Their willingness to learn should not be judged only by how many unpaid evening hours they can offer. Providing a scheduled training session allows more members of the team to participate. The company can then assess their ability to apply the skill rather than rewarding only those with the most free time.

Of course, training must be planned around business needs. A small café cannot close its entire service counter whenever one person needs instruction. However, this does not mean all learning must happen outside paid hours. The manager could train employees in small groups during quieter periods, arrange short sessions across several weeks or provide supervised practice while another colleague covers essential duties.

There should also be a distinction between required training and optional personal study. If an employee wants to take a course unrelated to the present job, it is reasonable to discuss a different arrangement. Both sides should understand what support is available before the course begins.

Overall, I favour paid time for training that employees need to perform their jobs. With sensible scheduling and clear expectations, this approach supports capable staff, more reliable service and a fair opportunity to improve.