Contents

Paper 1, Reading, Question paper and answer sheet

Paper 2, Writing, Question paper

Paper 3, Listening, Question paper, answer sheet and transcript

Paper 4, Speaking, Sample test materials

Papers 1 and 3, Answer keys

Paper 2, Notes on assessment and sample scripts

Paper 4, Assessment criteria

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27 MAR 2008

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© UCLES 2006
 Candidate
Centre Number Number

Candidate Name.

UNIVERSITY OF CAMBRIDGE ESOL EXAMINATIONS

English for Speakers of Other Languages

BUSINESS ENGLISH CERTIFICATE 0352/1

Va nt a g e
Test of Reading Test 06 2
Saturday 3 JUN E 2006 Morning 1 hour

Additional materials:
Answer Sheet

TIME 1 hour

INSTRUCTIONS TO CANDIDATES

Do not open this paper until you are told to do so.

Write your name, Centre number and candidate number in the spaces at the top of this page. Write these details
in pencil on your Answer Sheet if these are not already printed.
Write all your answers in pencil on your Answer Sheet - no extra time is allowed for this.
Read carefully the instructions for each part and the instructions for completing your Answer Sheet.
Try to answer all the questions.
At the end of the examination hand in both this question paper and your Answer Sheet.

INFORMATION FOR CANDIDATES

There are forty-five questions on this question paper.

This question paper consists of 10 printed pages an d 2 blank pages.

S P (N F) T03726/4 100/2036/6
© UCLES 2006 Level 1 Certificate in Business English (ESOL) Turn Over •
PART ONE
Questions 1 - 7

• Look at the statements below and the advice to businesses on the opposite page about using
other companies to run their IT services.
• Which section (A, B, C or D) does each statement 1 - 7 refer to?
• For each statement 1 - 7 , mark one letter (A, B, C or D) on your Answer Sheet.
• You will need to use some of these letters more than once.

1 the need to teach skills to employees working on the outsourced process

2 remembering the initial reason for setting up the outsourced project

3 the need to draw up agreements that set out how integration is to be achieved

4 addressing the issue of staff who work on the outsourced process being at a distant site

5 the importance of making someone responsible for the integration process

6 staff on the outsourced project familiarising themselves with various details of the business

7 problems being associated with an alternative to outsourcing

0352/1 (T062) Jun06

 When a business decides to outsource its IT services, it needs to consider the
question of integration. Four experts give their views.

GianlucaTramcere, Silica Systems

An outsourced IT service is never a fully independent entity. It is tied to the home company's
previous and continuing systems of working. But despite the added responsibility of managing
new ways of working, many businesses ignore the integration process. They fail to establish
contracts that define the ways in which the two companies will work alongside one another, and
focus solely on the technological aspects of service delivery.

Kevin Rayner, Domola

Businesses need to build integration competency centres dedicated to managing the integration
effort. It is critical to have an individual in charge to check that the external and internal business
operations work together. Although companies often think of outsourcing as a way of getting
rid of people and assets, they need to remember that, at the same time, outsourcing involves
gaining people. Because there is a new operation being carried out in a different way outside of
the home business, this creates a training element.

Clayton Locke, Digital Solutions

Communication is the key to success, and outsourcing to other regions or countries can lead to
a range of problems. For any such initiative, it is necessary to create a team where there is good,
open communication and a clear understanding of objectives and incentives. Bringing people to
the home location from the outsourced centre is necessary since it can aid understanding of the
complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to
the home company's executives and users to understand their experiences.

Kim Noon, J G Tech

One way to avoid the difficulties of integration is to create a joint venture company with the
outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures
bring potential troubles and companies should be careful not to lose sight of the original rationale
for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason
could not be carried out entirely in-house. The complexities and costs of a joint venture initiative
should not be underestimated.

Turn Over •
0352/1 (T062) Jun06
PART TWO
Questions 8 - 1 2

Read the article below about the changing role of human resources departments.

Choose the best sentence from the opposite page to fill each of the gaps.

For each gap 8 - 1 2 , mark one letter (A - G) on your Answer Sheet.

Do not use any letter more than once.

There is an example at the beginning, (0).

The best person for the job

Employees can make a business succeed or fail, so the people who
choose them have a vital role to play
Employees are a company's new ideas, its public Why do people go into HR in the first place?
face and its main asset. Hiring the right people Choi has a ready answer. 'I think most people in
is therefore a significant factor in a company's the profession are attracted by a long-term goal.
success. (0) G. If the human resources (10) Nothing happens in the company
department makes mistakes with hiring, keeping which isn't affected by or doesn't impact on its
and dismissing staff, a business can disappear employees, so the HR department is a crucial
overnight. Many companies now realise that part of any business.'
recruiting the best recruiters is the key to
success. Not all operational managers agree. An informal
survey of attitudes to HR departments that
Sarah Choi, head of HR at Enco plc, believes was carried out last year by a leading business
that thinking commercially is a key quality in journal received comments such as 'What do
HR. 'Every decision an HR manager makes they actually contribute?' (11) As Choi
needs to be relevant to advancing the business. points out, salaries have never been higher
(8) That's no longer the case. HR and, in addition, HR managers often receive
managers have to think more strategically these substantial annual bonuses.
days. They continually need to think about the
impact of their decisions on the bottom line. Despite the financial rewards, HR managers often
(9) For example, a chief executive feel undervalued, and this is a major reason for
will expect the HR department to advise on many leaving their jobs. (12) However,
everything from the headcount to whether to a lack of training and development is a more
proceed with an acquisition.' significant factor. 'These days, good professional
development opportunities are considered an
essential part of an attractive package,' Choi
explains.
Example:

A B C D E F G

A But rising levels of remuneration E Being seen as someone who just ticks off
demonstrate that the profession's growing other people's leave and sick days does not
importance is widely recognised. help build a sense of loyalty.

B At one time, a professional qualification F They therefore need to be competent in

was required in order to progress to the top many aspects of a company's operations.
of HR.
G On the other hand, recruiting the wrong
C Other departments and senior executives staff can lead to disaster.
used to see HR managers as having a
purely administrative role.

D Since it's one of the few areas where you

can see the whole operation, it can lead to
an influential role on the board.

Turn Over
0352/1 (T062) Jun06
PART THREE
Questions 1 3 - 1 8

• Read the article below about a technology company and the questions on the opposite page.

For each question 1 3 - 1 8 , mark one letter (A, B, C or D) on your Answer Sheet for the answer
you choose.

Critical Path
When David Hayden realised his company was heading for trouble,
he took drastic measures to get it back on track

David Hayden founded his company, Critical Path, whatever changes were required and his first act
an e-mail provider, in 1997 to take advantage of was to find people within the company he could
the boom in e-mail traffic. Critical Path became a trust and put them in charge.
public company two years later, and Hayden took
The next thing Hayden had to tackle was morale.
the opportunity to step down from his executive
'Everyone left the office at five on the dot - they
position in order to work on personal projects.
couldn't get away quickly enough. To get the buzz
At the same time, he agreed to stay with the
back and win the staff over I had to prove my own
company as chairman, but the business was put
commitment and put in the extra hours with them.'
in the hands of new managers by its investors.
In return it was assumed that nobody would ask
With sector-leading products and an expanding
for overtime pay until the company was on its feet
market, the company seemed to be on the up
again. Contrary to normal practice, Hayden was
and up. However, by early 2001 it was in trouble.
reluctant to lay people off, and apart from not
Shares that had been worth $26 in 1999, when
replacing people as they reached retirement age,
they were first sold, were down to a mere 24
he left the workforce largely unchanged, although
cents.
he did identify key people throughout the company
Called in by a panicking board, Hayden found who were given more responsibility.
himself back in charge as executive chairman,
But, as Hayden insists, before a company
trying desperately to rescue what he could.
reaches such a crisis, there are warning signs
The 1,100 staff had lost confidence in the
that any financial director or accountant should
company and did not know what was going to
take note of. 'A business that has an unrealistic
happen to them. And, as Hayden discovered,
pricing policy or has to negotiate extended credit
the management team was incompetent. 'Those
with its suppliers is in trouble,' is his message. 'Or
guys didn't understand the product, or the sector,'
if you often have to apply for your overdraft limit
says Hayden. 'The heads of department didn't
to be raised or have trouble paying tax on time,
communicate, and they didn't lead.' But what was
something needs to be done.'
worse, Critical Path had lost the goodwill of its
investors. By 2003 the company was healthy again, with
reasonably stable finances and a modest but
Hayden knew that bringing the figures under
steady share price of $1.60. 'One thing that
control would be a vital step in the company's
helped save us was that our technology worked,'
turnaround. 'You've got to sort out the finances.
says Hayden. 'With 20 million e-mail accounts
For me, that meant getting back the goodwill of
we never lost a single major client because the
the investors. That was tough, after what had
product kept on working.' With ideas for a fresh
happened. But although they were angry with the
venture demanding his attention elsewhere,
company, they didn't have bad feelings about me.
Hayden has moved on. 'It was time to go,' he says.
I told them that I knew I could get the company
'I'm not a turnaround specialist. I prefer start-ups.'
on its feet again.' He was authorised to make

0352/1 (T062) Jun06

13 What event coincided with Critical Path becoming a public company?

A Hayden became the executive director of Critical Path.

B Investors hired a replacement team to run Critical Path.
C Critical Path launched a successful new product on the market.
D Critical Path was floated on the Stock Exchange at 24 cents per share.

14 Which of the following situations did Hayden face at Critical Path in 2001 ?

A The employees were worried about job security.

B The investors were calling for changes to the company structure.
C The management was misleading the staff about the company's position.
D The board of directors did not realise the scale of the company's problems.

15 One reason Hayden was able to turn Critical Path around was that

A he managed to find new investors.

B the financial situation was not as bad as he had thought.
C he had built up a good relationship with the management team.
D he was given the support that he needed.

16 What was Hayden's policy regarding the staff of Critical Path?

A He paid overtime to everybody who worked outside office hours.

B He reduced the workforce by operating an early retirement scheme.
C He gave key staff the opportunity to help him set goals for the company.
D He restored motivation by showing willingness to work alongside staff.

17 According to Hayden, what could indicate that a business is in trouble?

A problems keeping accounts up to date

B suppliers refusing to offer new credit terms
C a frequent need to increase the amount borrowed
D difficulties in getting payment from customers on time

18 Hayden left Critical Path after he had rescued the company because

A he wanted to develop the technology for a new internet service.

B he wanted to concentrate on founding a new enterprise.
C he had been offered a job with a major internet company.
D he decided to go into partnership with a major client.

Turn Over
0352/1 (T062) Jun06
PART FOUR
Questions 1 9 - 3 3

• Read the news item below about a company that runs health and fitness clubs.

Choose the best word to fill each gap from A, B, C or D on the opposite page.

• For each question 19 - 33, mark one letter (A, B, C or D) on your Answer Sheet.

• There is an example at the beginning, (0).

Fighting Fit
Fine Fitness, the health and fitness club operator, (0) D. an impressive set of results
yesterday. (19) a 38 per cent jump in annual pre-tax profits, the company claimed that it
had (20) none of the problems (21) last week by its rival, Top Fit. According to
Samantha Collier, the chief executive, Fine Fitness (22) strong and is on (23) to
reach its target of 100 clubs within three years, its strategy unaffected by the apparent (24)
down of the economy.

The company opened 12 new clubs in the past year, (25) its total to 51. They have
(26) to be highly successful, with people joining in large numbers, especially in the
25 to 40 age range. Even the more (27) clubs are still seeing sales growth along with
rising retention (28) of more than 70 per cent. This can be seen as clear (29) of
the appeal of Fine Fitness.

Ms Collier admitted that as there were (30) too many companies competing with one
another, there would almost certainly be (31) in the health and fitness club sector of the
market. She predicted that within a relatively short time there might be only about three major
companies still in (32) However, she declined to say which these were likely to be.

Profits rose by £6.3 million, although there was a fall in gross margins from 31 per cent to 28.6 per
cent because of higher insurance premiums, extra management costs and start-up expenses for
the company's new (33) in Spain.
A Stating B Reporting C Remarking D Informing

A taken B felt C experienced D caught

A released B issued C opened D revealed

A stays B remains C maintains D keeps

A track B direction C way D line

A falling B breaking C cutting D slowing

A bringing B putting C getting D mounting

A shown B resulted C proved D demonstrated

A installed B formed C established D confirmed

A rates B standards C proportions D volumes

A witness B sign C display D evidence

A purely B merely C simply D barely

A union B consolidation C alliance D combination

A trade B office C commerce D business

A trial B venture C proposal D speculation

Turn Over
PART FIVE
Questions 34 - 45

• Read the article below about a manufacturing company called Lebrun.

• In most of the lines 34 - 45 there is one extra word. It is either grammatically incorrect or does not
fit in with the meaning of the text. Some lines, however, are correct.

• If a line is correct, write CORRECT on your Answer Sheet.

• If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer
Sheet.

• The exercise begins with two examples, (0) and (00).

Examples:

0 After 98 years of trading, the steel manufacturer Lebrun knows from experience as how

00 difficult fluctuations in the economic cycle can be for suppliers such as themselves.

34 Since many of the nation's largest production companies which are its customers,

35 Lebrun is adversely affected by any change for the worse in the economy. Yet Lebrun

36 has managed to keep on sales steady (in the region of approximately $2.5 billion)

37 and has recorded only one annual loss during the difficulties of the past five

38 years, but despite the effects of the ongoing industrial slowdown. James Griffith,

39 president of Lebrun, now has the task of turning up survival into growth, and

40 his strategy is already becoming clear to those industry observers. In February of

41 this year, the company acquired Branson plc, additionally a one-time competitor.

42 This merger will greatly expand the size of both Lebrun's labour force and

43 Griffith estimates it will boost its revenue by nearly 50%, while too increasing

44 the number of plants and R&D centres in much a similar way. Griffith is

45 optimistic that while the steel industry is about to pull out of recession, and he

wants Lebrun to be ready for this.

0352/1 (T062) Jun06

 UNIVERSITY OF CAMBRIDGE ESOL EXAMINATIONS
English for Speakers of Other Languages

BUSINESS ENGLISH CERTIFICATE 03 52/2

Vantage
Test of Writing Test 062
Saturday 3 JUNE 2006 Morning 45 minutes

Candidates answer on the question paper.

No additional materials are required.

TIME 45 minutes

INSTRUCTIONS TO CANDIDATES

Do not open this paper until you are told to do so.

Write your name, Centre number and candidate number in the spaces at the top of this page.
Read the instructions carefully.
Answer both parts.
Write your answers in the spaces provided on the question paper.
Write clearly in pen, not pencil. You may make alterations but make sure that your work is easy to read.

INFORMATION FOR CANDIDATES

Part 2 carries twice as many marks as Part 1.

This question paper consists of 3 printed pages, 2 lined pages and 3 blank pages.
SP (SLM) T01258/2 100/2036/6
© UCLES 2006 Level 1 Certificate in Business English (ESOL) Turn Over •
PART ONE

• The software company you work for has decided to introduce identity cards for certain staff in your
department.

• Write an e-mail to all staff in your department:

• saying which staff will need identity cards

• explaining why the identity cards are needed

• informing staff how to get a card.

• Write 40 - 50 words.

• Write on the opposite page.

PART TWO

• The number of staff leaving Parkside, one of your company's retail stores, is high compared with
another of its stores. Your line manager has asked you to write a report about the situation.

• Look at the information below, on which you have already made some handwritten notes.

• Then, using all your handwritten notes, write your report.

• Write 12 0 - 1 4 0 words.

• Write on the opposite page.